Hartford Business Journal

20 HARTFORDBUSINESS.COM | APRIL 20, 2026 FOCUS | CONSTRUCTION & DESIGN to relocate or move out of the state," Herrick said. Strong pipeline Herrick said SLAM's project pipe- line remains healthy, even as activity has cooled from the surge that followed the COVID-19 pandemic. The firm is carrying about nine to 12 months of backlog, in line with pre-pandemic levels. Higher interest rates, rising construction costs and economic uncertainty are pushing clients to focus more closely on value, he said. "The cost to build is expensive," Herrick said. "We want to make sure every dollar matters." That is driving increased demand for renovations and adaptive reuse projects. One example is SLAM's partnership with Philadelphia-based PZS Architects on the transformation of Paley Library at Temple University into a new home for its College of Public Health. Completed last year, the project converted a 1960s-era, three-story structure with thick block and brick walls into a five- story building with modern design and expanded natural light. SLAM also designed the trans- formation of General Electric's former Fairfield headquarters — an 819,000-square-foot campus across three buildings — into a new "West Campus" for Sacred Heart University. That project was completed in 2018. "They basically are getting contem- porary learning environments for 50 cents on the dollar with no compro- mise whatsoever," Herrick said. Looking ahead, Herrick identified talent and technology as top priorities. The firm recently hired Amy Samu- elson as chief talent officer to oversee workforce development and culture. "Your biggest goal as a leader should be to leave the firm better than you found it," Herrick said. "I'm proud of the last 50 years in business, but I think I'm even more excited" about the future. $110 million last year, more than doubling from $45 million in 2015, driven by a mix of organic growth and mergers and acquisitions, he said. Steady strategy Herrick said his main focus will be to implement the firm's existing five- year plan, which includes expanding practice areas across its nine offices, investing in artificial intelligence and strengthening career pathways for employees. He has spent the past decade leading the firm's marketing and outreach efforts as part of its lead- ership team, which also oversees finance, operations and talent. As president, he will continue to lead SLAM's "markets" function — overseeing the sales pipeline, client relationships and communications — while remaining active in project work, including the Gampel Pavilion renovation, an expan- sion of Rutgers University's football stadium and other university projects. "I still have active clients that I work with on a daily basis," Herrick said. "And quite honestly, if I had to walk away from that, I'd be pretty sad because I get so much enjoyment out of working with clients." Steven Doherty, SLAM's managing principal of operations, said he supported Herrick for the top post because of his long commitment to the firm, experience in diverse roles and ability to build strong client relationships. "He is a great representative of the firm and what we look to bring to our clients," Doherty said. Coles, who remains SLAM's board chair, also pointed to Herrick's experience across the firm's design practices. He said stepping aside as president allows him to focus on firm- wide strategy as he considers a poten- tial retirement in the coming years, while Herrick takes the lead on market growth and client-facing operations. During his four-year term, Coles said he prioritized strengthening company culture and expanding employee development initiatives, including increased outreach, as well as intern- ship, mentorship and professional development programs. Looking ahead, Coles said he and Herrick are working together on inte- grating artificial intelligence into the business, describing it as a "paradigm shift" for the architecture industry. The firm is developing its AI strategy and testing tools across design, marketing and administrative functions. Rather than reducing headcount, Coles said he expects AI to help address labor shortages and improve productivity, allowing staff to focus on more advanced, higher-value work. Continued growth Founded in 1976, SLAM has grown from a single Hartford outpost into a 275-person national practice with nine offices and work spanning health care, higher education, K-12 schools, sports, justice and corporate design. Herrick, now 60, joined the firm in 1989 when it had roughly 30 to 35 employees. Since then, the company has expanded steadily through a mix of organic growth and acquisitions. In 2020, the firm acquired five CBRE | Heery Architectural Design practices, adding offices in Denver, Iowa City and Orlando, and growing its presence in Atlanta and Philadelphia. The deal also broadened its work in the health care, sports facilities and justice markets. SLAM's other offices are in Los Angeles, Boston and Providence, in addi- tion to its Glastonbury headquarters. The firm aims to have each office work across multiple market sectors to guard against downturns in any one area. Six of its nine offices currently meet that goal, Herrick said. SLAM's offices are set up to collab- orate rather than compete, allowing teams to share staff and expertise across regions and maintain long-term client relationships, he said. Despite its national reach, SLAM remains anchored in Connecticut. "There's no way we would be looking A rendering shows fan-area upgrades at Gampel Pavilion in Storrs; SLAM is the lead designer for the $99.4 million renovation project. A rendering highlights upgraded fan amenities at Gampel Pavilion in Storrs, part of a broader trend of college programs, including UConn, investing millions to renovate athletic facilities. Market Momentum Continued from page 19

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