FROM THE STUDIO | The Case for Strategic Board Service
As architects, we often think of our professional growth in terms of design skills, project management, and business acumen. But what about the less conventional paths to professional development? Where can we go to learn outside of the studio and design magazines? For me, I found an answer in board service. Over the past 18 years, I have served on various boards, from the Gretna Historic District Commission to leadership roles within the New Orleans chapter of the American Institute of Architects, and have found the experience to be transformative. It has profoundly shaped my approach to architecture and my role as a business owner. This journey has not only taught me invaluable skills in communication and leadership but has also reinforced my belief that professional service is, fundamentally, about applying architectural expertise to build better, stronger communities.
My Experience and the Case for Serving
My first experience with board service started in 2007 with the Gretna Historic District Commission (HDC). The inspiration was less of a grand plan and more of a serendipitous suggestion from my sister, who had seen a call for new members. I had also purchased my first home in the McDonoghville neighborhood of Gretna, which at the time was a newly added area under the HDC’s jurisdiction. At that point, my knowledge of historic boards was limited to the designer’s side of the dais, presenting projects to the New Orleans Historic District Landmarks Commission (HDLC). I was curious about how these bodies made decisions and wanted to understand their process. Additionally, I saw it as an opportunity to become more engaged with the projects happening in my own community and to assist homeowners in navigating the often-complex world of permitting, historic renovations, and new construction.
My first challenge was to rapidly assimilate to governmental processes and public communication. Lacking prior experience, I needed to quickly learn the nuances of ‘Robert’s Rules of Order’ and the professional expectations of proper board conduct. One of the most important lessons was learning how to speak to people and offer my opinion without sounding condescending. I learned to explain the "why" behind design requests that are so often taken as a given as an architect. Why we were asking homeowners to do things in a certain way, and what "historically appropriate" truly meant beyond a simple desire for everything to look “traditional”. The other members taught me the importance of honoring a building's history, not seeking to replicate a specific era. This experience, which forced me to become more well-versed in historic design, certainly changed my approach to practicing architecture.
This role also helped me hone critical “soft” skills. I learned to interact with fellow board members and the public, recognizing when to speak up and when to let others with more background on a specific issue take the lead. I have always loved the political process; not in a partisan sense, but as an appreciation for fundamental governance and communication. I want government to be a tool that helps people and provides them with the structure and resources to better themselves and their communities. Serving on the Gretna HDC allowed me to participate in this process on a small, neighborhood-level scale.
My next board role was with the New Orleans chapter of the American Institute of Architects (AIA). As a young architect, my engagement with the organization was mainly limited to attending the annual design award gala and holiday parties. I did not see myself as a leader in the organization, mainly because I did not know many people outside of my immediate circle and did not see the organization as working for or belonging to me. This misconception is unfortunately common among younger members and one that I now recognize as profoundly incorrect.
In 2016, former AIA New Orleans Executive Director Joel Pominville called me and asked if I had considered the role of Treasurer. They needed someone with a basic understanding of finances, and since I had just started GOAT, it seemed like a good opportunity to learn more. My time as Treasurer, and my subsequent roles as Vice President, President-elect, President in 2023, and Past President, provided me with a deeper understanding of running an organization, and the experience was incredibly enlightening and beneficial. It helped me to become a better business owner and architect.
My roles with the AIA also greatly expanded my network in the city and helped me integrate into the wider architecture community. As a graduate of LSU in a city where most of my peers seemed to be Tulane architecture alumni, I did not know many of my colleagues when I entered the profession. Serving on the AIA board allowed me to meet and become good friends with many wonderful people that I had previously viewed only as competitors or professional rivals. They were colleagues, compatriots, and potential collaborators, many of whom were experiencing similar challenges. These people made up my community, and it dawned on me that being on the AIA’s executive board was about serving them, just as being on the HDC is about serving my neighbors in Gretna.
Finally, I served on the Louisiana Architect’s Selection Board in 2023 and 2024, which oversees the qualification-based selection process for state-hired architectural services. I saw it as an opportunity to learn how the selection process for state projects worked and to expand my network beyond the boundaries of New Orleans and Jefferson Parish where I had spent most of my professional life. The initial learning curve was much shorter than with the Gretna HDC, thanks to my prior experience and I was able to act as chair of the board in my second year. My hunch proved correct and I was able to greatly broaden my relationships with design professionals across Louisiana, demystify the selection process, and gain valuable experience evaluating design proposals as we reviewed applications and awarded projects to qualified firms.
Every position outlined above has provided unique takeaways that have directly influenced my architectural practice. As a commissioner, I got to develop an expertise and vocabulary around historic appropriateness. I learned a lot about the nuances between communities when my role required me to conduct research and evaluate what other jurisdictions were doing. The experience of running meetings as the HDC chair, which required me to learn to listen and often defer to others, was a humbling but vital lesson. The way you run a meeting can change the entire dynamic of the room and learning to do it well creates a more productive and respectful environment. My experience on the Architect’s Selection Board, specifically in interview settings, allowed me to observe firsthand how other architects present their vision to a client, both successfully and less so. We rarely get to sit on the other side of the table and see our work from the perspective of our clients, and I immediately brought many of these lessons back to GOAT. Ultimately, every one of these positions has profoundly affected not just the way I think about architecture, but also how I lead, communicate, and present myself to clients, colleagues, employees, and to the community.
What's Next for Me?
My journey in board service is far from over. I continue to serve on the HDC and am actively involved in the local AIA Chapter. Next year, I will serve as President-Elect of AIA Louisiana, a role that leads to serving as President in 2027. Long-term, I have my eyes set on National AIA service. My time as the AIA New Orleans President gave me the opportunity to interact with National leadership and many of the candidates for those positions. The experience making personal connections with people you normally only see in a newsletter or on the stage at an AIA Conference was incredibly motivating. These leaders are, at their core, passionate architects who are deeply committed to advancing our profession, the professional lives of members, and the communities around the country we all serve.
Overall, the core of board service is listening to the people you represent, sharing your thoughts and expertise, and humbly working to make their lives better. Most importantly, it is about continuously learning, and I do not plan on ever losing interest in that. I am grateful for my journey thus far and for the person it has helped me become.