With size, however, has come financial complexity. “Developing administrative tools is its own design problem,” says Madsen. “You need just enough sophistication to be a viable business without abandoning who you are.” Lund adds with a laugh, “We’re a respectable medium-sized firm with the culture of a smaller firm.” Embracing Complex Institutional Work NWL’s core markets, including education, religious facilities and federal projects, have helped them weather economic downturns. Their long-standing relationship with the U.S. General Services Administration led to a landmark collaboration with Thomas Phifer and Partners on the Orrin G. Hatch United States Courthouse. Madsen describes the experience vividly: “Having a glass box in the desert is a bold and crazy thing to do. The fins perform beautifully. Working with Phifer was fascinating — iteration after iteration, passion and clarity of vision. He has a gift for persuasion.” Lund echoes that sentiment: “We don’t have a lot of hubris. Our clients are politically and ideologically diverse. Our job is to help make our clients’ vision better, even when their ideas seem a little crazy.” Philip Wentworth Leadership, Legacy and the Next Generation Philip Wentworth, Ross’s nephew, joined NWL in 1998 and became a partner in 2020. Today, he leads NWL’s educational work in northern Utah and is a key voice in the firm’s leadership. His path is emblematic of how the firm champions younger architects and helps them grow into leaders. Similarly, the firm’s St. George office, opened by Naylor 28 years ago, has become a powerhouse under the leadership of partner and office director Terance White. NWL is deeply trusted by districts across southern Utah’s rapidly growing communities. Notable projects outside of the educational market include the Dixie Convention Center, Santa Clara City Hall and Red Cliffs Temple. The most recent addition to the firm’s partners is Travis Naisbitt, who has contributed tremendous value over the course of his 21 years at NWL. His skills in production, management and mentoring have landed him the critical role of director of operations. Looking Forward As NWL approaches its 75th anniversary, the firm’s leaders remain focused on sustainable growth. They plan to continue expanding strategically within institutional markets while strengthening internal efficiencies. “We don’t want to overexpand,” says Lund. “Our goal is to mentor our young team, refine our systems and remain efficient.” Madsen summarizes their future direction succinctly: “Our biggest challenge has been adjusting to growth. We’re building financial and workload tools to help us see the future more clearly. Ultimately, we want to stay effective, strengthen our relationships, work as a team and deliver quality work.” Seventy-five years in, NWL’s story remains defined not by buildings, markets or awards, but by people, relationships and a commitment to serving clients with transparency, humility and purpose. Cyprus High School Lisbon Temple Layton Temple Red Cliffs Temple Liberty Elementary Career Tech High School Exterior Federal Courthouse 17
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