In his interview, David Brems, FAIA, recalled: “I had started my own firm. Right next door to us was Ann-Marie Boyden and et al, and et al hosted the AIA office. I went through all of the offices of the Salt Lake Chapter and AIA Utah, working with Mike Stransky and Stephen Smith. We’d have breakfast once a week at the Hotel Utah and talk about what we were doing and the profession, and what the future looked like. We decided to merge our two small firms — David Brems + Associates and Gillies Stransky — together. Abe Gillies ran the office and put out quality documents, and Mike got us through any door marketing the firm. I love to design, work in the office and work on the projects with our clients. It wasn’t very long after we merged that we added Steve Smith and became Gillies Stransky Brems Smith.” In an interview with Stephen Smith, FAIA, he said: “When Abe Gillies and Bob Brotherton started Gillies Brotherton in 1978, I said to Abe, ‘I want to come work for you,’ and he said, ‘No, I like you as my friend. We were neighbors. Maybe someday.’ In 1986, Abe called me and said, ‘We’re talking with David Brems about bringing him in and forming a firm with a broader practice. Now, I would like you to join me as my partner.’ Bingo. Yeah, that’s what I wanted to do. Mike and Abe had a very strong practice in industrial and some institutional work. David had a portfolio with private development, and I had some good planning experience. We thought that was a good, healthy merger of broader market areas as well as broader personality. We’re very different people and it turned out to be a very positive group in spite of our idiosyncrasies.” Broad Mix of Services Defines GSBS As such, GSBS has been an interdisciplinary design firm for a long time. As soon as Smith brought in planning as a service, they began to market themselves as a multifaceted service organization. Brems said, “It seemed like a natural idea to integrate — to complement each other. Over the years, we have identified key people which created a practice that is wide and broad. GSBS always has been and always will reflect the people who are here.” And the very assortment of personalities and skills that was the kernel of the culture of GSBS is the driver of the 2025 iteration of the design firm. I met with a group of its owners and employees who strongly believe that they have to design as a choir full of strong but very different voices to cultivate the best ideas and, when refined, serve the client with the best possible project. Interestingly enough, the group didn’t talk much about their project successes (and there have been many), but rather their process — what it is like to work in a firm that is not very hierarchical and where good ideas are entertained from whomever they come. Three Factors Inspire the Firm’s Approach Eric White, director of marketing and business development, says that GSBS’s vision is based on three pillars that have become their decision-making litmus test: 1. Their people: They have great jobs, their people are compensated well, and they have a work-life balance. 2. Design: They have the right tools and the right processes to generate a great approach. The product has to be of great quality. 3. Business: They are smart about growing a healthy business. They are very careful about how they take care of the business. Of these, people are their lynchpin. Snowbird Summit Lodge 18 REFLEXION
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