Articles and thinkpieces from Stu on company culture, leadership, strategy, and more.
There’s no question that specialization can drive efficiency and quality for design professionals. The deeper you go in one area, the more proficient and accurate you become. But too much specialization can come at a cost—limited flexibility and fewer opportunities for the broader learning that comes from diverse experiences. So,
I came across this idea while reading Radical Candor by Kim Scott: many leaders wear the “flat organization” label as a badge of honor. The thinking goes, We don’t need titles or hierarchy here—we’re all equals. I understand the sentiment. It’s about teamwork, openness, and avoiding the bureaucracy that slows
We find ourselves in uncertain times. Then again, one could argue we always do—it’s just that sometimes we perceive things to be more stable than they are. Stability is often an illusion; change and disruption are constant. In moments of uncertainty, our natural wiring kicks in: fight, flight, or freeze.
When we think of strategic planning, we often picture executive retreats, multi-page decks, and teams of leaders hashing out growth initiatives. It’s a tool, we assume, for larger organizations with big ambitions and even bigger budgets. But what about solopreneurs? I’ve had the opportunity to work with a few lately,
A CFO I worked with used to say, “The difference between an accountant and an engineer is that the accountant doesn’t think they can do engineering.” It’s a funny line, but there’s some real insight behind it. Most accounting firm owners I’ve worked with are sharp, disciplined, and deeply grounded
What’s New, What’s Next, and What Hasn’t Changed Attending AIA 2025 was a reminder of how quickly the design and construction industry is evolving—and how much remains grounded in the enduring values of the profession. The Rise (and Rise) of AI Artificial Intelligence was no longer a fringe idea or