Milestones invite reflection, but they also demand intention. As FFA Architecture and Interiors marks its 70th year and formally enters its fourth generation of leadership, the firm does so with a clear understanding that longevity alone is not the measure of success. What matters is how values are carried forward, how leadership evolves, and how design continues to serve communities with empathy, rigor, and purpose. This moment is not about closing a chapter, but about clarifying what endures, what must adapt, and how stewardship—of people, practice, and place—will shape the firm’s next era.

“Change should be the constant—but the investment in culture, integrity, and the quality of the work should always remain.”

Two team members review architectural drawings at a round table in a bright studio, pointing to plans and discussing details. A third colleague works at a computer in the background, reflecting a collaborative office environment

What Must Remain Constant

FFA has always evolved in response to its context—its clients, its communities, and the challenges of the moment. That evolution remains essential. But at the center of the firm’s work is a shared “north star”: a commitment to community impact, design integrity, and meaningful collaboration.

The partners describe this not as a fixed formula, but as a set of values that guide decision-making. Design must respond to real needs. Leadership must stay grounded in purpose. And the firm must continue to grow in ways that strengthen—not dilute—its ability to serve clients and communities well.

Christine Rumi, Richard Grace, Ian Gelbrich, and Edward Running have reaffirmed the importance of design-led leadership—bringing deep architectural thinking into business decisions, client relationships, and long-term strategy. That integration, once central to the firm’s identity, now anchors its future.

Three colleagues collaborate during a design charrette in a bright studio, reviewing architectural drawings spread across a table. One person points to a sketch while another holds tracing paper, highlighting an active, hands-on design discussion

Three colleagues collaborate around a table during a design charrette, reviewing site plans and sketching ideas with markers. One gestures to a hand-drawn concept while others study the drawings, emphasizing a focused, team-based design discussion

Culture as a Leadership Responsibility

One of the clearest priorities of FFA’s fourth-generation leadership is culture—not as a perk or a talking point, but as a core responsibility.

The partners speak openly about trust, respect, and vulnerability as prerequisites for good work. Creating an environment where people feel empowered to ask questions, challenge assumptions, and take ownership leads to stronger client outcomes and more resilient teams.

This culture is intentionally non-hierarchical without being informal or unfocused. It values rigor, accountability, and excellence, while recognizing that people do their best work when they feel respected and supported.

“If we’re going to spend this much of our lives doing this work, it should be among people we trust, respect, and genuinely enjoy being around.”

Culture, in this sense, is not separate from the work—it reinforces it. It allows teams to push further, investigate more deeply, and hold a higher bar for quality.

Empathy as a Design and Client Strategy

Across projects and practice areas, empathy consistently emerged as a defining strength of the firm. FFA approaches design as an act of advocacy—listening closely to clients, understanding their constraints, and addressing real pain points with care and precision.

This approach is especially critical in public-sector and civic work, where budgets are tight, timelines are demanding, and expectations are high. The firm routinely “goes to the mat” for its clients, finding ways to deliver thoughtful, durable design solutions that maximize value and dignity within limited resources.

The result is work that goes beyond function. FFA designs environments that support wellness, collaboration, and connection—spaces that help people do their work better and feel a sense of belonging.

“Good architecture creates empathy—between people, with place, and with the communities it serves.”

Leadership as a Collective Practice

Rather than centering leadership in a single voice, FFA’s partners operate as a complementary team. Each brings distinct strengths—ranging from design rigor and strategic thinking to preparation, empathy, and persistence—but decisions ultimately rest on shared values and mutual trust.

Healthy disagreement is encouraged. Once decisions are made, the firm moves forward together. This balance allows the leadership team to challenge one another while maintaining clarity and cohesion.

That same philosophy shapes how the firm thinks about succession. Leadership is not about control, but preparation, creating systems, clarity, and culture that allow the next generation to lead with confidence and creativity.

Two people lead a building tour inside a wood-accented civic space, speaking with attendees while holding notes. One gestures as she explains design features, highlighting an engaged, in-person discussion

Second-floor interior of a public safety building with exposed mass timber beams, glass walls, and metal guardrails. Officers talk along the balcony while others sit in a lounge area, highlighting an open, daylight-filled workspace

Navigating Change in the Profession

The partners are candid about the challenges facing architecture today. Mid-sized firms often operate between the flexibility of small studios and the scale of large practices. The profession continues to wrestle with issues of value, relevance, and recognition, especially as technology, procurement models, and AI reshape expectations.

FFA sees these pressures as both a challenge and an opportunity. As digital tools accelerate, the firm believes architecture’s role in fostering presence, craft, and human connection becomes even more important. Thoughtful materiality, attention to detail, and spaces that invite people to slow down are not luxuries; they are essential acts of care.

Looking Ahead: Preparing the Next Chapter

When asked how they hope future leaders will view this generation, the partners consistently returned to the idea of stewardship. Success, in their view, means leaving the firm better positioned than they found it with a clear roadmap, strong relationships, and a culture that continues to support growth.

Mentorship, time, and trust are central to that transition. The goal is not to preserve the firm exactly as it is, but to empower future leaders to evolve it thoughtfully and responsibly.

“Leadership isn’t about holding on—it’s about setting others up to take the firm further than we ever could.”

Two colleagues walk through a bright office toward a meeting, one carrying a laptop and smiling while the other holds folders and documents. Glass-walled rooms and open workspaces reflect a collaborative studio environment

A Legacy Measured in People and Place

Ultimately, the partners measure success not only by projects completed or milestones reached, but by the stories that endure. Stories of collaboration, of challenges met together, of places that continue to serve their communities long after construction ends.

FFA’s fourth generation enters this chapter with humility and resolve—committed to creating architecture that matters, fostering a culture where people thrive, and stewarding a legacy built on trust, care, and purpose.

Team members share a celebratory hug while presenting a handmade mason bee house at Chemeketa

FFA team volunteers pose together during a community clean-up event, wearing safety vests and gloves

Children cut a ribbon at the Blue Lake Park Office opening as community leaders look on

FFA team members listen and smile during a community ribbon-cutting event