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When it comes to celebrating a 30th anniversary, most architecture firms would settle for cake and a couple of balloons. But Dull Olson Weekes 鈥� IBI Group Architects isn’t most firms.

With an eye toward making the most of its three decades in business, DOWA-IBI Group kicked things up a notch 鈥� bringing on new leadership to replace a principal preparing to retire and steer the firm toward the future.

Steve Olson, one of the firm’s last founders still involved in day-to-day operations, now shares the firm’s management table with principals Karina Ruiz, Dan Hess and Amy Friendy, and associate principals Marc Nordean and Jim Fitzpatrick.

There were fewer seats at that table 30 years ago when three architects joined forces and Dull Olson Weekes opened its doors, and the path to what the firm would one day become wasn’t an easy one. In the mid-1980s, the Oregon building industry was in the middle of an economic downturn. Dull Olson Weekes rode out the storm by trimming its staff down the bare bones, according to Olson.

鈥淚t was a very difficult time to be in the architecture and construction business,鈥� he said. 鈥淲e scraped through the first few years and got lucky. We grew from there.鈥�

Olson and the firm’s other founders began preparing in the late 1990s for an eventual leadership transition, looking at possible ways that it might occur. Consultants they spoke with suggested taking a look at possibly joining forces with a larger firm. That search eventually connected them with IBI Group, which acquired DOWA in 2011.

The merger of the firms has allowed staff at Dull Olson Weekes to tackle projects it wouldn’t have been able to previously. While DOWA had built solid expertise in education projects, the firm had been too busy to expand in other areas, such as transportation, Olson said. IBI Group, however, has deep experience in transportation projects, a skill set that staff in the Portland office was able to tap to win a master plan project for Union Station.

鈥淭hat’s a project we would never have been able to do prior to the merger,鈥� Olson said.

Even as he watches the Portland office he helped establish expand the scope of its services, Olson is beginning to cut back on his daily involvement. Although he expects his transition out of the firm to take two to five years to complete, he’s starting to 鈥減ass the baton鈥� by slowly and carefully shifting clients he’s worked with for years over to other staff members.

As for the new members of the firm’s management team, they understand it’s never too early to start working on a succession plan of their own. That’s why they’re already examining ways the firm can attract 鈥� and keep 鈥� those who will comprise the next generation of leaders.

鈥淲hat you realize is, you really need a team of people with complementary skills sets,鈥� Ruiz said.

The principals also are looking at ways the firm may need to change its culture in order to not just attract, but retain those future stars.

鈥淭he young generation is more willing to move around,鈥� said Friendy, the firm’s director of operations. 鈥�(They’re) looking for much different things in employers than perhaps my generation was. Identifying a path for them early on is very important.鈥�

Transitions is a new 91视频 feature examining how local companies respond to major changes, such as a shift in ownership, leadership or firm focus and direction. To have your company’s transition story considered for publication, contact 91视频 Editor Stephanie Basalyga at 503-802-7222 or [email protected].