a/e ProNet David W. Lakamp AIA Scholarship

The 2019 submission period is open through March 20, 2019. Visit The Architects Foundation page to learn more and apply > 

Complete this short form to receive the application link by email when relevant submission periods open. 


Thank you to our sponsor: a/e ProNet!

This scholarship was initiated in 1990 by a/e ProNet, a group of insurance professionals providing risk management services to architects and engineers. In 1999, the scholarship was renamed for David W. Lakamp. Mr. Lakamp was a founder of a/e ProNet and a trusted advisor to the profession. He left behind a legacy of professionalism and integrity that set new standards in the field of insurance services. In his honor two students who best demonstrate strong interest in practice and risk management will each receive a $5,000 award.


Eligible applicants are (on March 1, 2018):

  • Fourth year students in a NAAB accredited degree program, or
  • Fourth year students of a four-year pre-professional degree program in architecture accepted for direct entry to a two-year NAAB accredited M.Arch/D.Arch program, or
  • First year students in a NAAB accredited M.Arch/D.Arch degree program for students with undergraduate degrees in another discipline.

Eligible applicants must have a cumulative undergraduate GPA of 3.0 and, if applicable, a cumulative graduate GPA of 3.0.

Eligible applicants must demonstrate an interest/or concentration in practice or risk management.

Submission Requirements

The following materials must be received via electronic form by October 10, 2018.

  1. Completed application including the up to 500-word case study essay and 200-word biography;
  2. A transcript from each academic institution attended since high school; minimum cumulative GPA: 3.0;
  3. Two letters of recommendation addressed to the Scholarship Jury, one of which is from a department faculty member verifying applicant eligibility. Each recommendation should highlight three areas that articulate an applicant’s advantages or areas of excellence with practice and risk management;
  4. A current resume.

Awards and Selection

A $5,000 scholarship will be awarded toward the each of the two students’ university tuition and fees. The award check will be mailed directly to the university; it may not be deferred for use later or transferred to another individual.

The recipient will be selected by a sub-committee of AIA members serving on the Practice Management Knowledge Community Leadership Group and a representative from the a/e ProNet organization. Applications and supporting material become the property of the American Institute of Architects.

Applicants will be notified by November 6, 2018. Results will be announced by November 15, 2018.

Case study topic 2018: The future of architectural practice

With new generations of architects embracing social and environmental responsibility, what is the future of architectural practice? Will it incorporate policy and systems design? Will practice branch out into related fields? Will it absorb social sciences and other arts?”

Contemporary architects understand that the design of buildings is no longer sufficient to create the world that they desire. In order to effect change on a larger scale, the profession has accepted its role as a steward of social order and environmental justice. Delivering on the promise of a better tomorrow is a tricky proposition, however, and is resulting in a change to the practice of architecture.

As fees for design services have gradually diminished, the conventional architectural business model has become tenuous. Moreover, designers graduating from professional degree programs find themselves with an unlimited number of career choices, and they can often find opportunities for greater growth and financial success outside of a traditional firm setting.

For instance, as our society becomes increasingly technologically sophisticated, architects are designing spatial experience that marries digital and physical interfaces. They have the chance to shape the perception of structures through branding, graphic design, and web design. Furthermore, social sciences are being used to generate a more empirical and data-driven understanding of the value and utility of spaces.

Architects, who keenly grasp how government policy affects the constructed environment, are engaging in this arena as public servants and private entrepreneurs. They are acting as advocates for sustainable and equitable growth, both urban and otherwise, and are designing the systems that will catalyze this progress.

Additionally, design professionals are appending related services to their practices so as to exert or maintain more control over the quality of the built world. Some of these allied endeavors, such as industrial or furniture design, are historically well-represented in practice while some, such as construction management, building development, and fabrication, are more novel.

All of these influences are forcing the practice of architecture to evolve in new and exciting ways.
In 500 words or less, describe your vision for the practice of architecture in the 21st Century. Use concrete examples or case studies from the realms of professional practice or academia to bolster your argument. Touch on how new practice models will contend with issues such as risk and talent management; business development and structure; project delivery; etc. 

View the Application and Submit Now

View and submit your application hereYou may edit your application until the extended submission deadline of March 1, 2018 October 14 at 5pm ET. 


Questions and inquiries can be directed to pmkc@aia.org.

2017 Essay Topic: "Overseas Collaboration"

Our scholarships recipients explain how they would manage the following practice management situation to a favorable conclusion.

With the advancements in technology and the ease to collaborate with anyone in the world using the internet and a computer, how would you manage the successful collaboration with architects and other professionals in overseas locations as it relates to professional liability, profitability, and contractual agreements?

Architecture competitions have become avenues for obtaining new project opportunities for firms. Your fledgling company, located in the USA, has just won an international competition to design a high rise mixed-use building in Asia. You evaluate your in-house manpower that is a total of five, consisting of: You as the Principal Architect, a Project Manager, a Project Architect, and two production staff members. This is the first time your firm will design a project with more than 500,000 square feet. While you are a licensed architect in the USA, no one in your firm is licensed in the country where your project is located. A condition in the competition addresses this issue by requiring the winning firm to engage with a local firm of their choice, who will handle the logistical and jurisdictional process associated with delivering the project.

Collaborative work can produce ideas that result from meaningful discussions. In addition to the winning firm’s professional fee to do the work, the competition organizers have provided you a reasonable travel budget for overseas in-person meetings with the local firm counterpart. How do you plan to address the challenges of working with associated architects and consultants overseas? What measures will you take in the direction of positive decision making as you inquire and advocate on the diversity of culture, work experiences, and business practices of your international architectural project team? How will you manage the risks you anticipate in this collaboration as they relate to professional liability, profitability, and contractual agreements?

Congratulations to our 2017 Scholarship Recipients!

Emmanuel Cofie
B.S. in Architecture - Florida A&M University
M.Arch Candidate at the University of Michigan

For one, there are cultural risks involving lack of familiarity with the foreign culture and little knowledge of the prevailing business customs and trends within an Asian nation. As Principal Architect, it is essential that I visit the country in-person several times to get thorough understanding the business atmosphere and to acquaint myself with AEC laws and practices. My firm will take the initiative to facilitate an open line of
communication among the office personnel within both firms. Utilizing video conferencing technology we can maintain progress of the project, iron out misunderstandings, and communicate the complexities and nuances of the design.

Second are professional risks. In particular architect liabilities and securing intellectual property. To deal with architect liabilities, our executive team will work with the local firm to draft a contract outlining specific duties and risks, allocating administrative responsibilities, and delineating collaborative efforts such as material pricing and contractor selection. Our firm will assure that sensitive information and documents available through an online cloud will be properly safeguarded by applying implementing proper password and encryptions. Suitable copyrights and patents will be pursued in both respective countries to curtail theft of any sole or joint ideas.

Considering that Asian currencies like the Yuan tend to have a very volatile exchange value in comparison to the US Dollar, financing can be risky. Our company will maintain funds in a safe US account. Payments will only be incrementally exchanged to the local currency and prorated per progress of the project to guarantee its value. In addition the proper insuring will be added to offset any halt during construction due to physical risks - an “act of God”, national instability, or economic collapse. If necessary an apt strategy to alleviate will be employed in the best interests of all stakeholders.

Emmanuel Cofie always had an eye for art and design. This desire led him to obtain a B.S. in Architecture in 2007. Subsequently, he landed a full-time position at an architecture firm in Florida. The job exposed him to team collaboration, the risks involved with poor communication, and the means by which stakeholders, with different interests, mitigate issues. Wanting a more technical education, Cofie enrolled in FAMU’s Construction Engineering Technology Program and completed the degree in 2016 with knowledge of how to plan out projects to suit the owner and minimize financial loss. While enrolled, he went on a missionary trip to Peru where he saw the effects of inequality and forced urbanization first-hand. It’s apparent that such education will be needed for a future design professional to solve such complex issues. This experience further strengthened his desire to study architecture at the graduate level.

Emily Wirt
Bachelor of Fine Arts - University of Georgia
M.Arch Candidate at Georgia Institute of Technology

Consistent communication and documentation are the primary foundation to a successful working relationship between two long-distance entities. Upon the acceptance of the architecture competition and selection of the local international firm, an initial in-person meeting with both teams would take place in the job site’s city. This would include both an introduction of the winning design to the international firm and an
opportunity for the team to meet, as they may spend a large portion of their working relationship interacting remotely. This also allows for the American design team to better understand the cultural and legal environment surrounding the building site while ensuring that the new structure realizes the vision of the stake holders.

This meeting would also allow for an opportunity to define each team member’s duties and expertise while eliminating questions of who holds what responsibilities in the building’s documentation. A contract would be written between the two firms to further clarify these decisions, including cost control and accounting. An outside consultant would mediate the contract to ensure all required duties are assigned while both
parties are treated fairly within the working relationship, preventing questions of ownership for future decisions.

Building information modeling technology and online collaborative databases would enhance long-distance collaboration between the two firms. Using BIM to produce the construction documents would allow everyone on the project team, regardless of their location, to access the most updated information. The implementation of a cloud-based team collaboration tool, such as Slack, would be essential to the successful
communication between the firms, as emails, video conferencing, screen sharing, drawings, and models would all quickly be shared and designated with online tags. This type of organizational tool allows for a thorough record of all exchanges throughout the design process while allowing every team member to remain updated on the project.

Emily Wirt, NCIDQ, LEED GA, is an active member of Georgia Tech’s American Institute of Architecture Students and Women in Architecture chapters.  Prior to her graduate studies, Wirt worked as a commercial interior designer for four years in Atlanta and Shreveport, LA, primarily in the corporate design and healthcare sectors.  Her design work at smaller local firms provided opportunities to manage design projects with sustainability and risk assessment at the forefront.  She served as the main point of contact during the contract administration phases of several larger projects, and during this role, she learned the importance of clear communication between contractors, clients, and the design team to ensure a successful and cohesive project.  To further her professional standing and commitment to sustainable management, she has also obtained her National Council for Interior Design Qualification (NCIDQ) certification and LEED Green Associate accreditation.  In her graduate studies, Wirt strives to further her studies of innovative technologies in sustainable design in regards to risk assessment.

2017 Jury Commentary

Lira Luis, AIA, of the PMKC Advisory Group offered the following comments on the jury’s deliberations:
"The scholarship applicants this year demonstrated strengths in diversified areas within the submission requirements that made it challenging to select our winners. The scholarship winners however, stood out among the rest because not only did their essays address the practice management topic in an articulate to-the-point manner, but also the suggested solutions demonstrated clear understanding of best practices such as peer reviews and the value of accountability, where risk is reasonably managed and future potential liabilities mitigated and the value of communication that includes in person interactions. In addition to the essay responses, the jury found the letters of recommendation to be strong while the experiences documented in their resumes indicated a conscious initiative to be educated in the business aspect of architecture while at the same time having strong design firm experience."

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2016 Essay Topic: "Meeting Client Expectations"

Our scholarships recipients explain how they would manage the following practice management situation to a favorable conclusion.

Your firm has had an exemplary record of claim free projects for many, many years, until the past 18 months when several claims were filed against you. These claims are not based on technical errors, but rather on unmet client expectations. The client expected a different result and feels like the architect should pay for whatever it takes to meet the client’s expectation.

What would you do to ensure that client expectations are met on each and every project? What changes would you make, what approaches would you implement as you manage your projects and the firm to eliminate the risk of unmet client expectations?

Congratulations to our 2016 Scholarship Recipients!

Laura Colagrande
Bachelor of Fine Arts - Virginia Commonwealth University
M.Arch Candidate at the University of Pennsylvania

Failure to meet client expectations has major implications that can severely impact the functioning of an architecture firm. Once a crisis has struck, it becomes much harder to resolve and hence it is key to be prepared ahead of time, with systems in place to manage risks.

To increase awareness, the firm should conduct an audit using an external consultant twice a year to assess its operations. The goal would be to identify weaknesses and threats to ultimately develop a series of applicable strategies that focus on the potential risks for each team. By having an external consultant, the analysis will be impartial; by encouraging the participation of everyone, this exercise will feel like a collective effort to improve the architecture firm.

The tangible takeaway of this will be that employees will become responsible for a specific behavior or task that each needs to work on - i.e. to have more transparent communication with clients during design development, or to be more thorough and precise while managing construction administration.

The underlying idea is that by increasing the sense of ownership and accountability of each member, and by using specific metrics to measure progress, it will be easier to prevent problems. Moreover, additional attention should be given to the way in which everyone in the firm interacts with clients. For instance, at the beginning of each phase, the architecture team and the client could have a kick off meeting, during which they could outline what are the main objectives to be achieved.

As a principal, I would strive to create a company culture in which each and every employee understands the importance of client satisfaction and constantly strives to implement measures to manage risk during each phase of a project.

Laura Colagrande completed her Bachelor of Fine Arts at Virginia Commonwealth University in 2013 and is enrolled in the M.Arch program at the University of Pennsylvania. With a background in design, she has worked as a designer for Middle of Broad in Richmond, VA, Wolcott AI in Los Angeles, CA, and Wirt Design in Los Angeles. A constant desire to learn pushed her to add business skills, completing a business program at UCLA-x and studying global marketing, branding, and risk and crisis management. She has learned the value of limiting risk and containing the negative consequences of a crisis, and is now implementing these lessons in the context of her studies in architecture.

Jonathan Teng
B.A. in Architectural Studies from the University of Washington
M.Arch Candidate at Washington University in St. Louis

What I would do to ensure that client expectations are met on all projects is to have better communication. If claims are filed against my firm for not meeting client expectations, this can tell me that communication between the client is disconnected. Me and my design team need to use best practices to research and understand the client's needs and respond with the best design solution, but most importantly be able to communicate those ideas to the client clearly.

Changes that I would do to create a better dialogue with the client is to first, have consistent face-to-face meetings throughout the entire project. Our digital culture has reached incredible speeds and correspondence via email or voice can be lost in translation. Having the client's complete attention in consistent meetings so they understand the project from start to finish. Also being able to read the reaction and body language of the client as my design team involves them into our design process. The goal of these meetings are to build the client's trust and to help them understand the design decisions my team is making for the success of this project.

Second, I would try to be more inclusive and involve the end-user of the project. If this project is an elementary school, then I would have the students involved into the design process and make sure their needs are heard so that this would ease the perception of satisfaction of a board of directors of the school district. I feel that hearing the needs of who is ultimately going to be using the project on opening day, and making sure their expectations are considered would ensure that the collective whole is satisfied rather than the single entity that is making the big decisions at the conference table.

Jonathan Teng graduated from the University of Washington with a Bachelor of Arts in Architectural Studies with Distinction in 2010, receiving a Faculty Award for Scholarship and Design and is enrolled in the M.Arch program at Washington University in St. Louis. He has held internships at Heliotrope Architects and Mahlum Architects, both of Seattle, WA. Teng has developed his ability to represent the LGBT community in architecture, and has set his focus on practicing design that provides inclusive and diverse spaces for everyone. As part of this process, he has learned to incorporate communication across the levels of the project, not just between the architect and the client, but also including the end-user when possible.

2016 Jury Commentary

Lira Luis, AIA, of the PMKC Advisory Group offered the following comments on the jury’s deliberations:
"The scholarship applicants this year demonstrated strengths in diversified areas within the submission requirements that made it challenging to select our winners. The scholarship winners however, stood out among the rest because not only did their essays address the practice management topic in an articulate to-the-point manner, but also the suggested solutions demonstrated clear understanding of best practices such as peer reviews and the value of accountability, where risk is reasonably managed and future potential liabilities mitigated and the value of communication that includes in person interactions. In addition to the essay responses, the jury found the letters of recommendation to be strong while the experiences documented in their resumes indicated a conscious initiative to be educated in the business aspect of architecture while at the same time having strong design firm experience."

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2015 Essay Topic: Recruiting the Next Generation

Our scholarships recipients explain how they would manage the following practice management situation to a favorable conclusion.

In anticipation of a significant increase in their design workload, a group of partners is strategizing an approach to finding qualified architectural staff. During the economic downturn that began in 2007 unemployment reached an all-time high and hiring by architectural firms plummeted. Correspondingly, anyone entering the architectural profession (and the construction industry in general) faced serious challenges finding employment. Firms are now challenged to find and recruit professionals with 3 – 5 years’ experience.

What are the qualities that would make this firm a likely choice for those in the millennial generation? How should the firm present those qualities to best appeal to millennials? What else could the firm do to deliver the increased workload?

Congratulations to our 2015 Scholarship Recipients!

Alyssa Tope, Assoc. AIA
B.S. in Architecture and Sustainability the University of Minnesota
M.Arch Candidate at Virginia Polytechnic Institute

The first key to solving the firm’s recruitment issue is understanding what millennials are looking for in a profession. Millennials have grown up with access to endless amounts of information at their fingertips and are constantly exposed to different cultures and ideas. This over-stimulation leads to millennials having diversified interests and therefore desire a job where they can combine architecture with fields such as sustainability, technology, marketing, and science. Millennials want a career that allows them to make an impact on the world, maintain a work-life balance, and work on projects that are fresh and innovative. It is also important for firms to show a vested interest in helping new hires complete all of the IDP and CE requirements because loyalty to employees will garner loyalty to the firm in return.

Due to the sheer amount of information and options available to millennials, firms need to make themselves stand out amongst the crowd. A quality website is very important in attracting millennials because it is likely the first place they will look for information. It needs to be easily navigable and present as much information as possible in few words. Highlighting the firm’s best projects and emphasizing a willingness to embrace new ideas will inspire recruits to work at the firm by appealing to their passion. Finally, a firm needs to present itself as having a healthy and exciting atmosphere where collaboration is a priority.

In addition to new hires, a firm can increase its production by embracing technology. NCARB has proven the time-saving results of technology with its recent decision to decrease the number of required IDP hours due to increased learning rates made possible by technological advances in the architectural field. Also, minimizing meetings and allowing employees to telecommute would add hours of production time each week.

Alyssa Tope, Assoc. AIA, completed her undergraduate degree in 2013 and decided to work in the field before continuing on to graduate school. Currently, she is working towards licensure at WholeTrees Architecture & Structures. Working at a small (five person) office requires her to wear many hats, which has accelerated her learning about not only design, but also practice management and the business of architecture. She has gained experience in all avenues of business, including accounting, marketing, human resources, grant writing, code research, project management, and product research and development (with the USDA Forest Products Laboratory). She has also learned that many risks in project management can be prevented by having a team that knows how to collaborate and problem solve together by being aware of each other’s weaknesses and strengths. She enjoys working on the edge of what is currently accepted in design because, although it involves more risk, it is also where the greatest potential for change exists. Architecture can improve the triple bottom line – social, economic, and ecological factors of design. She will to continue to commit herself to design principles that advance the field of architecture in graduate school and her future career.

Edward Palka, Assoc. AIA
B.S. in Architecture from the University of Minnesota
M.Arch Candidate at Columbia University

Having lived through the economic downturn of 2008, millennials remaining in the design fields are motivated by creative and intellectual concerns, with money as a secondary concern. Millennials seek stimulating and novel design challenges in collaborative and flexible work environments. The challenge for firms wanting to attract experienced millennials is to communicate their firm’s culture of creativity to these prospective employees.

I would quickly launch a social media initiative focused on the creative culture of the firm; highlighting current work and commenting on and sharing articles relevant to the profession. I would also encourage and incentivize my young staff to use their social media contacts to extend this dialogue and express their own opinions, positioning the firm as a lively and interesting workplace. This would act to extend the reach and awareness of this initiative beyond just the firm.

Most firms aspire to the same creative ideals as millennials but market themselves in traditional ways to clients; not employees. There is a disconnect between how these firms market themselves to prospective clients and what millennials are looking at and interested in. Social media can bridge this gap.

Firms like NBBJ and Sasaki Associates leverage social media like Twitter and Instagram to not only highlight their own designs, but to create dialogue with other designers through articles, blogs, and research which reverberate across the industry. These firms understand how to use social media in a way that excites and interests not only prospective clients but millennial employees. Through their social media buzz, they define themselves as the most interesting and creative places to work. The firm would join this group. A small investment in meaningful social media will act as an accessible medium for publicizing career opportunities while attracting young professionals with appropriate experience as well as optimism, hunger, and idealism.

Edward Palka, Assoc. AIA, recently completed his last semester of the Bachelor of Science in Architecture program at the University of Minnesota and will begin the M.Arch program at Columbia University in the fall of 2015. He has held internships at HGA Architects & Engineers in Minneapolis, MN, Poltronieri Tang & Associates in Swarthmore, PA, the Children’s Inn at NIH in Bethesda, MD., and will be beginning an internship at KieranTimberlake in Philadelphia, PA this May. In these roles, he has had experience working on projects through all phases from pre-design through construction administration. Additionally, he has worked on research initiatives professionally and academically related to BIM integration and education, daylighting strategies, and analysis of spatial configurations of housing developments. Beyond a passion for architecture, though, Edward’s professional experience has brought him an interest in the design of architectural practice itself, including firm structure, marketing, and technology and workflow integration. Edward, currently working through his IDP hours, hopes to become licensed soon after graduating with his M.Arch and looks forward to beginning his career full-time.

2015 Jury Commentary

Thomas G. Coghlan of Design Insurance Agency, Inc. – A Division of INTEGRO, based in New York and a/e ProNet’s Scholarship Chairman offered the following comments on the jury’s deliberations: “Having reviewed each scholarship applicant’s submissions the jury focused on the essays, individual biographies/resumes and letters of recommendation with an eye toward an exhibited focus on practice and risk management. The scholarship winners showed a strong commitment to identifying and implementing best practices in their academic and work experiences. a/e ProNet established the scholarship to recognize and reward students who are committed to improving private practice efforts to mitigate potential liabilities.  The scholarship winners utilized newly emerging technology tools to better document and communicate risks to all stakeholders on the project. The jury found the scholarship winners showed great leadership skills to achieve successful project outcomes.”

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2014 Essay Topic: Recognize and Grow Leaders

One thing that the downturn of the economy has shown the architectural profession is that firms must always keep a focused eye on the future and a game plan for likely scenarios that may arise.  One issue that is often overlooked is firm leadership potential and growth encouragement of employee. You are one of three partners in a design firm of currently 50 employees.  Over the last year, your firm’s project workload  has increased and your firm has grown from 40.  Your backlog of projects is projecting a healthy 2014 and a steady growth in 2015.  However, as you plan for the increased workload and take stock of your firm’s leadership, project managers, project architects and project designers, you realize that during the economic downturn you and your fellow partners had to let go of several project leaders and now the leadership pool is looking slim and may not be sustainable for your projected future workload.  Being proactive, the partners have put you in charge of developing an internal effort to recognize and  grow leaders within the firm in order to address future needs. What type of program would you develop?  How would you identify the potential new leaders and encourage all staff to step up and improve their skill sets to become future practice leaders? In addition, how do you inspire existing firm leaders to encourage and help promising staff gain the necessary skills and confidence to become new leaders?

Congratulations to our 2014 Scholarship Recipients!


Nathan Blair
- graduated with a Bachelor of Science in Architecture from the University of Utah in 2014.  He will be returning to the U of U in the fall to complete work on a Masters of Architecture with an expected graduation in 2016.  Mr. Blair is currently employed with Epic Engineering located in Heber City, UT.  He has immensely enjoyed his time there helping to grow a newly established architecture department.  Upon completion of the Master’s degree program, it is Mr. Blair's intention to seek fulfillment of IDP credit hours with Epic Engineering.        

Mr. Blair's design interests center around identifying and isolating the spirit of our time with an affinity for communicating these visions through contemporary materials and methods.  Mr. Blair was recently able to implement these ideologies by competing in the CTBUH Student Tall Building Design Competition, receiving positive remarks. He is also looking forward to participating in the University of Utah's DesignBuildBLUFF program.   

During his free time, Mr. Blair will most likely be found fly fishing.  He also enjoys playing tennis, golf, billiards, and getting sushi on the weekends.  Mr. Blair is constantly striving to improve himself personally and professionally, and concludes in his own words, “My name is Nathan Blair.  I'm a lifelong student, an aspiring architect, and I'm a Mormon."

Read Nathan's case study response


Kevin Fletcher - grew up in Miami, FL and will be completing his Bachelors of Science in Architecture at Wentworth Institute of Technology in 2015 with plans of attending graduate school in the fall of 2015.  During his time as an undergraduate student, Fletcher, a Dean’s List Scholar, has remained an active member of the American Institute of Architecture Students (AIAS).

In the summers throughout his college education, Fletcher has gained experience working as an Intern at BC Architects AIA, Inc.  Prior to graduation, he has applied his talents in areas of marketing presentations, conceptual design, design development, and construction documents.  All of which have contributed to his understanding of building systems, codes, and construction methods.  Following graduate school, Fletcher plans on pursuing his NCARB registration along with his LEED accreditation.

Apart from his academic and professional involvement within the field of architecture, Fletcher has spent time developing skills in other areas of graphic design, photography, and videography.  All the while, maintaining an active lifestyle along with a passion for travel.

Read Kevin's case study response