It’s not unusual for an AEC firm to re-examine and refine their mission, vision or even their core values on a regular basis. Many firms do this during their annual strategic planning process, which may result in a tweak here and a readjustment there. Much less frequently do we see firms completely revamp their firm’s direction and brand in the way that Bergmeyer did beginning in 2020 when the firm transitioned from a traditional architecture/interior design firm into what they’ve termed a “design collaborative.” The rationale that drove this transformation, along with the process and ultimate benefits, are the focus of this edition of The Friedman File.
The Value in Being a “Design Collaborative”
A cynic might perceive Bergmeyer’s transition to a “design collaborative” as little more than a cosmetic marketing exercise designed to help them stand out in a crowded field. The firm’s leadership— and the results— say otherwise. They describe the transformation as a five-year journey that redefined the firm’s reason for being, deepened its value to clients, and helped it move beyond the longstanding industry challenge of commoditization.
“Architects have hemmed themselves into this small box,” says Bergmeyer President & CEO Rachel Zsembery. “Everything becomes about risk management, specialization and the growing complexity of documentation. But architecture used to be a much more expansive and comprehensive practice. We wanted to re-embrace that mindset and enhance our ability to say ‘yes’ to addressing unmet client needs.”
That mindset led Bergmeyer to rethink its core structure, delivery model and even its purpose.
What It Means to Be a Design Collaborative
The term “design collaborative” is a strategic, intentional choice to reflect a fundamentally different way of working. Instead of organizing by departments or disciplines, Bergmeyer assembles cohesive, cross-functional teams tailored to each project’s unique needs.
“Many firms claim to be interdisciplinary, but in practice they remain multidisciplinary—handing off work between silos rather than integrating teams from the start,” says Zsembery. “We’re not handing things off from one group to the next. We believe in having a wide range of designers— architects, interior designers, industrial designers, strategists— at the table from the very beginning and staying involved throughout. Our practice is integrated from day one.”
This structure allows Bergmeyer to eliminate friction in the design process and deliver a more complete, seamless experience to clients. The approach is particularly effective for hybrid projects that span multiple sectors or require expertise across markets, such as combining retail with restaurant, or R&D and light industrial uses with workplace design.
“For us, working in the ‘architecture and’ space is where the real value is created,” Zsembery says. “That’s where we innovate; by bringing together people from different backgrounds and areas of expertise.”
JJ Nelson, who joined Bergmeyer in 2020 as Director of Brand Communications, helped lead the repositioning effort. “One of the biggest things I saw was the self-awareness of the leadership team,” Nelson says. “They had the urge to explore, but also the discipline to do it in a healthy, intentional way. They weren’t waiting for someone else to go first.”
The benefits extend beyond project delivery. By staying adaptable and unified, Bergmeyer is able to stretch engagements across a client’s business lifecycle. In some cases, this means starting with brand identity or web design and expanding into architectural or interior work. Or the reverse.
When a service falls outside the firm’s core expertise, Bergmeyer willingly brings in trusted partners. “Our goal is always to create a more frictionless experience for our clients. While we have seen the benefit of developing several new service areas based upon adapting to the needs of our clients, we have also brought in partners who are specialists in their field and who share our commitment to collaboration and client service,” says Zsembery.
In one case, Bergmeyer created a new practice area with a third-party partner to address an underserved need in the market. They call it Bergmeyer+. Seeing the challenges that exist in the retail market for their clients related to developing sustainable fixture programs that aligned with their corporate sustainability goals and commitments, Bergmeyer partnered with a specialist instead of attempting to build in-house expertise in material science, strategic sourcing or sustainable manufacturing.
“It was about providing the right expertise at the right time,” says Zsembery. “Not trying to do everything, but putting the right people together with industry-leading expertise.”
A Five-Year Evolution, Unlocking Potential
When Bergmeyer decided to rebrand, the firm’s leadership understood that it was just the beginning of a process. Over the last five years, the firm has engaged its full team in a series of visioning and optimization exercises, including its first-ever all-hands retreat— “Bergapalooza”— to align around the future.
“Once we rebranded, it really helped unlock our full potential as a firm,” Zsembery says. “We started to see new possibilities: new services, new partnerships, new ways of supporting our clients and each other.”
That mindset has fueled the firm’s steady growth, from a relatively static 65–75 employees for several years to over 100 today. It also inspired new roles, including recasting the HR Director position into the Director of People and Culture and adding Nelson’s hybrid brand/communications leadership post.
B Corp Status Reinforces the Brand Change
In 2024, Bergmeyer earned B Corp certification after a two-year effort that involved changes to governance, HR policies, data systems and accountability frameworks.
Zsembery explains, “We began exploring ways to formally define our commitment to our people, the communities we serve, and sustainable design principles. There are a few programs in the market that provide a framework to help companies do that work internally and externally, and that hold firms accountable for continued growth in those areas. You can say you have these certain values, but it’s another thing to take the time to measure them and make sure you’re improving on them.”
Zsembery says the B Corp option rose to the top. “It’s a global program that’s not just for A/E, but involves a range of industries, including several that our clients are in. It also sets an extremely high bar for certification, with an extensive audit and verification process. You really have to earn it.”
Zsembery says the hard work to achieve B Corp status was worth it. “It has become a real point of pride for our team. People are excited to work for and with a company that believes in using its influence to effect positive change in the world. Clients and job search candidates are selecting Bergmeyer because we’re a B Corp. They cite it in interviews and initial consultations; it resonates with their values.”
As a precursor to B Corp certification, Bergmeyer became a Massachusetts Benefit Corporation— a for-profit entity legally committed to considering the impact of its decisions on society and the environment, not just shareholders. The firm also added its first outside board member, a move that Zsembery says has “helped us stay true to our guiding principles as we evolve and grow as a business.”
Finding and Owning Their “Unique Why”
What may truly set this renewed version of Bergmeyer apart is the clarity of its purpose. As Zsembery explains, “We spent a lot of time asking: What is our unique why? What is at the foundation of this firm that’s unownable by our peers? When you strip away the marketing, most architecture and design firms are a lot more similar than not. So for us, it was really about identifying what was truly unique to Bergmeyer in our business practices, our design practice and our client engagement.”
Turning their brand-strategy and identity expertise internally, the firm’s self-reflection resulted in a brand position that isn’t centered on a particular service or market sector, but on a values-aligned, curiosity-driven and inherently collaborative approach.
“In strategy work, one of the hardest things is knowing when to incrementally evolve versus when it’s time for a bigger, bolder pivot. This tension between small steps and big leaps is where a lot of companies get stuck. With this in mind, we weren’t afraid to question long-held beliefs that weren’t serving us anymore. That willingness to make bold moves has been fundamental to our new positioning,” says Zsembery.
For Nelson, the most important benchmark is authenticity. “Nothing we say externally should feel different from what we live internally,” he said. “That alignment is what builds trust with clients, with our team and with the public. And it’s what gives us the confidence to test and learn, to lead through courageous experimentation.”
He emphasizes that this isn’t experimentation for its own sake. “There’s a lot of work that happens before we try something new. So when we do, we’re not guessing. We’re curious, intentional and willing to get uncomfortable. That’s what it takes to be at the forefront and set the tone in the industries we serve.”
One example of that mindset is Bergmeyer’s artist-in-residence program, which invites creatives from outside the AEC space to engage with the firm and help keep its voice sharp by physically locating within their studio for a period of time and furthering a dialogue around the creative process.
Advice for Other Firms: Evolve with Intention
As it celebrates its 50th year in business, Bergmeyer’s journey of reaffirmation offers lessons for any AEC firm looking to adapt to changing markets, workforce expectations or competitive pressures.
Start with values. Involve your people. Break down silos. Be honest about what your clients truly need. And most of all, don’t be afraid to rethink the structure of your firm itself. “‘Because we’ve always done it that way’ has no place here,” says Zsembery.
Do you know your firm’s unique why? Are you still structured in ways that limit your evolution—or your impact? I’d love to hear from you and explore how your firm can differentiate itself in an increasingly commoditized marketplace. Write to me at rich@friedmanpartners.com or call 508-397-9213. Thank you for reading The Friedman File.
