Читать книгу Designing a World-Class Architecture Firm - Patrick MacLeamy - Страница 14

It was June 1967. The HOK office occupied the second floor of a six-story building at the intersection of Olive and 14th Streets, 14 blocks from the Mississippi River. It was a bustling, exciting place. Two receptionists were busy answering the phones and receiving a steady stream of visitors. In those days, no one had telephones at their desks. Instead, there was a central switchboard with six or eight lines and a few phones scattered at stations around the office. Staff members were constantly being paged for calls: “Jerry Sincoff, you have a call on line two.” It looked vibrant and impressive to someone just getting out of college.

Obata's corner office had glass walls, which allowed him to see his design team— but also allowed them to see him. It struck me as very democratic. HOK's offices were flooded with natural light from south-facing windows. Every project had a design leader and these leaders occupied semi-enclosed spaces in the center of the room, up against the elevator core. Their design teams worked at drafting tables on the perimeter of the room, closer to the windows. Yes, the grunts got the best light! So many companies place their executives' offices around the perimeter of the building, and as a result, lower-level employees never see the sun. HOK was different.

The department contained multiple design teams working on different projects. A small team was drawing up Obata's first concepts for a new graduate library for Stanford University. Another team was at work designing a new academic building for the University of Wisconsin. Not long after I started, Obata reassigned my old friend Bill Voelker to a team designing a new airport located midway between Dallas and Fort Worth, Texas. This just reinforced my impression that HOK was a young firm on the move.

Obata's department hummed with energy and purpose. Designers discussed their projects constantly, so the department was filled with conversation. Teams held more formal meetings with clients or engineering consultants in one of the busy conference rooms. The youngest, least experienced team members—like me—made lots of models and did drawing revisions as requested by the design leader or by Obata.

The design department was made up of almost all men, and everyone wore a white or blue dress shirt with a tie. Many of the designers took their cue from Obata and wore slacks and sport coats.

George Hellmuth was HOK's marketing principal. When I joined HOK in 1967, it was growing rapidly, all because Hellmuth had figured out you could use an airplane to expand your marketing, even if you only had one office in St. Louis. At the time, the average architecture firm was made up of eight people. That is still the case today. There's been no movement. Not every firm wants to grow, but HOK wanted to—and was—thanks to Hellmuth.

The first time I met Hellmuth, he was wearing a conservative dark suit with a white shirt and red tie. He tilted his head up and down to view me through the different lenses in his bifocals. He seemed to have a good sense of humor, and his assessment of me was, “Well, you look like you belong in Obata's department.” He was referring to the tiny length of hair that covered the tops of my ears at a time when older men wore a short hairstyle. This was a sign to Hellmuth that I might best belong among the designers.

Hellmuth's office—like his haircut—was more traditional, with wood paneling, elegant drapes, and a heavy desk with a blotter. His secretary and his marketing team sat nearby. Just the fact that he had a full-time marketing team was revolutionary. Clients often came to Hellmuth's area for meetings in a well-appointed conference room. The trappings were intentional. Hellmuth was sort of the “grown up in the room,” the respectable, second-generation St. Louis architect, who put prospective clients at ease, then reeled them in.

George Kassabaum led production, the largest department in the firm, with more people than marketing and design combined. Bustling teams of production architects made sure HOK's designs would work in the real world, keeping the rain out and the heat in. The versatile Kassabaum really held two jobs, because he was also responsible for firm-wide administration, with a team of accountants on hand to help.

My first meeting with Kassabaum did not take place immediately, as he was soon to become the national American Institute of Architects (AIA) president and was often away fulfilling this role. I learned that Hellmuth and Obata supported his AIA work since it helped the profession and enhanced HOK's reputation. Kassabaum was president of the American Institute of Architects from 1968 to 1969. This was another positive HOK characteristic I came to admire as time passed. The founders and the firm encouraged and supported people who had the desire to be involved with outside academic, professional, civic, or charitable activities.

I wondered how Kassabaum could afford to be away so much, especially since his responsibilities were large and demanding. After a few months, I finally had the opportunity to meet him between his frequent trips to AIA headquarters. He was distinguished-looking, fit, and impeccably dressed in a well-tailored suit, white shirt, and conservative tie. Handsome, with a full head of hair graying around the temples, he struck me as a true professional, someone to instill confidence in others.

Kassabaum brought me into his orderly office, offered me a chair, and said, “Tell me about yourself.” He really listened as I began to talk, making me feel like the most important person in the world at that moment. He asked a few questions, then said, “This firm is built on people—talented, dedicated people. If you want to build a career here, it's up to you. If you decide to leave to find opportunity somewhere else, it's up to you. If you leave and discover you made a mistake, you are welcome to return to HOK—one time.” I never forgot his words, and never left HOK. Over the years, other HOK people left to find opportunity elsewhere, but many returned after they were disappointed by what they found.