• Oh, the joy of living in a tech wonderland where the prices of random access memories (RAM) are climbing faster than my hopes for a decent salary! According to the latest news, we’re facing a delightful increase of up to 45% in the prices of these little chips of joy. Who needs a vacation when you can just watch your wallet shrink in real-time? It’s like a rollercoaster ride—except there are no safety bars, and you might just lose your lunch (and savings) along the way.

    So, here’s to investing in memories—because clearly, they’ll cost you more than just a fond recollection!

    #RAMPrices #TechTrends #MarketMadness
    Oh, the joy of living in a tech wonderland where the prices of random access memories (RAM) are climbing faster than my hopes for a decent salary! According to the latest news, we’re facing a delightful increase of up to 45% in the prices of these little chips of joy. Who needs a vacation when you can just watch your wallet shrink in real-time? It’s like a rollercoaster ride—except there are no safety bars, and you might just lose your lunch (and savings) along the way. So, here’s to investing in memories—because clearly, they’ll cost you more than just a fond recollection! #RAMPrices #TechTrends #MarketMadness
    ARABHARDWARE.NET
    للأسف الشديد: ارتفاع أسعار الذواكر العشوائية توقعات بزيادة تصل 45%!
    The post للأسف الشديد: ارتفاع أسعار الذواكر العشوائية توقعات بزيادة تصل 45%! appeared first on عرب هاردوير.
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  • Premier Truck Rental: Inside Sales Representative - Remote Salt Lake Area

    Are you in search of a company that resonates with your proactive spirit and entrepreneurial mindset? Your search ends here with Premier Truck Rental! Company Overview At Premier Truck Rental, we provide customized commercial fleet rentals nationwide, helping businesses get the right trucks and equipment to get the job done. Headquartered in Fort Wayne, Indiana, PTR is a family-owned company built on a foundation of integrity, innovation, and exceptional service. We serve a wide range of industriesincluding construction, utilities, and infrastructureby delivering high-quality, ready-to-work trucks and trailers tailored to each customers needs. At PTR, we dont just rent truckswe partner with our customers to drive efficiency and success on every job site. Please keep reading Not sure if you meet every requirement? Thats okay! We encourage you to apply if youre passionate, hardworking, and eager to contribute. We know that diverse perspectives and experiences make us stronger, and we want you to be part of our journey. Inside Sales Representativeat PTR is a friendly, people-oriented, and persuasive steward of the sales process. This role will support our Territory Managers with their sales pipeline while also prospecting and cross-selling PTR products themselves. This support includes driving results by enrolling the commitment and buy-in of other internal departments to achieve sales initiatives. The Inside Sales Representative will also represent PTRs commitment to being our customers easy button by serving as the main point of contact. They will be the front-line hero by assisting them in making informed decisions, providing guidance on our rentals, and resolving any issues they might face. We are seeking someone eager to develop their sales skills and grow within our organization. This role is designed as a stepping stone to a Territory Sales Managerposition, providing hands-on experience with customer interactions, lead qualification, and sales process execution. Ideal candidates will demonstrate a strong drive for results, the ability to build relationships, and a proactive approach to learning and development. High-performing ISRs will have the opportunity to be mentored, trained, and considered for promotion into a TSM role as part of their career path at PTR. COMPENSATION This position offers a competitive compensation package of base salaryplus uncapped commissions =OTE annually. RESPONSIBILITIES Offer top-notch customer service and respond with a sense of urgency for goal achievement in a fast-paced sales environment. Build a strong pipeline of customers by qualifying potential leads in your territory. This includes strategic prospecting and sourcing. Develop creative ways to engage and build rapport with prospective customers by pitching the Premier Truck Rental value proposition. Partner with assigned Territory Managers by assisting with scheduling customer visits, trade shows, new customer hand-offs, and any other travel requested. Facilitate in-person meetings and set appointments with prospective customers. Qualify and quote inquiries for your prospective territories both online and from the Territory Manager. Input data into the system with accuracy and follow up in a timely fashion. Facilitate the onboarding of new customers through the credit process. Drive collaboration between customers, Territory Managers, Logistics, and internal teams to coordinate On-Rent and Off-Rent notices with excellent attention to detail. Identify and arrange the swap of equipment from customers meeting the PTR de-fleeting criteria. Manage the sales tools to organize, compile, and analyze data with accuracy for a variety of activities and multiple projects occurring simultaneously.Building and developing a new 3-4 state territory! REQUIREMENTS MUST HAVE2+ years of strategic prospecting or account manager/sales experience; or an advanced degree or equivalent experience converting prospects into closed sales. Tech-forward approach to sales strategy. Excellent prospecting, follow-up, and follow-through skills. Committed to seeing deals through completion. Accountability and ownership of the sales process and a strong commitment to results. Comfortable with a job that has a variety of tasks and is dynamic and changing. Proactive prospecting skills and can overcome objections; driven to establish relationships with new customers. Ability to communicate in a clear, logical manner in formal and informal situations. Proficiency in CRMs and sales tracking systems Hunters mindsetsomeone who thrives on pursuing new business, driving outbound sales, and generating qualified opportunities. Prospecting: Going on LinkedIn, Looking at Competitor data, grabbing contacts for the TM, may use technology like Apollo and LinkedIn Sales Navigator Partner closely with the Territory Manager to ensure a unified approach in managing customer relationships, pipeline development, and revenue growth. Maintain clear and consistent communication to align on sales strategies, customer needs, and market opportunities, fostering a seamless and collaborative partnership with the Territory Manager. Consistently meet and exceed key performance indicators, including rental revenue, upfit revenue, and conversion rates, by actively managing customer accounts and identifying growth opportunities. Support the saturation and maturation of the customer base through strategic outreach, relationship management, and alignment with the Territory Manager to drive long-term success. Remote in the United States with some travel to trade shows, quarterly travel up to a week at a time, and sales meetingsNICE TO HAVE Rental and/or sales experience in the industry. Proficiency in , Apollo.io , LinkedIn Sales Navigator, Power BI, MS Dynamics, Chat GPT. Established relationships within the marketplace or territory. Motivated to grow into outside territory management position with relocation On Target Earnings:EMPLOYEE BENEFITSWellness & Fitness: Take advantage of our on-site CrossFit-style gym, featuring a full-time personal trainer dedicated to helping you reach your fitness goals. Whether you're into group classes, virtual personal training, personalized workout plans, or nutrition coaching, weve got you covered!Exclusive Employee Perks: PTR Swag & a Uniform/Boot Allowance, On-site Micro-Markets stocked with snacks & essentials, discounts on phone plans, supplier vehicles, mobile detailing, tools, & equipmentand much more!Profit SharingYour Success, rewarded: At PTR, we believe in sharing success. Our Profit-SharingComprehensive BenefitsStarting Day One:Premium healthcare coverage401matching & long-term financial planning Paid time off that lets you recharge Life, accidental death, and disability coverage Ongoing learning & development opportunitiesTraining, Growth & RecognitionWe partner with Predictive Index to better understand your strengths, ensuring tailored coaching, structured training, and career development. Performance and attitude evaluations every 6 months keep you on track for growth.Culture & ConnectionMore Than Just a JobAt PTR, we dont just build relationships with our customerswe build them with each other. Our tech-forward, highly collaborative culture is rooted in our core values. Connect and engage through:PTR Field Days & Team EventsThe Extra Mile Recognition ProgramPTR Text Alerts & Open CommunicationPremier Truck Rental Is an Equal Opportunity Employer We are an equal opportunity employer and all qualified applicants will receive consideration for employment without regard to race, color, religion, sex, national origin, disability status, protected veteran status, or any other characteristic protected by law. If you need support or accommodation due to a disability, contact us at PI6e547fa1c5-
    #premier #truck #rental #inside #sales
    Premier Truck Rental: Inside Sales Representative - Remote Salt Lake Area
    Are you in search of a company that resonates with your proactive spirit and entrepreneurial mindset? Your search ends here with Premier Truck Rental! Company Overview At Premier Truck Rental, we provide customized commercial fleet rentals nationwide, helping businesses get the right trucks and equipment to get the job done. Headquartered in Fort Wayne, Indiana, PTR is a family-owned company built on a foundation of integrity, innovation, and exceptional service. We serve a wide range of industriesincluding construction, utilities, and infrastructureby delivering high-quality, ready-to-work trucks and trailers tailored to each customers needs. At PTR, we dont just rent truckswe partner with our customers to drive efficiency and success on every job site. Please keep reading Not sure if you meet every requirement? Thats okay! We encourage you to apply if youre passionate, hardworking, and eager to contribute. We know that diverse perspectives and experiences make us stronger, and we want you to be part of our journey. Inside Sales Representativeat PTR is a friendly, people-oriented, and persuasive steward of the sales process. This role will support our Territory Managers with their sales pipeline while also prospecting and cross-selling PTR products themselves. This support includes driving results by enrolling the commitment and buy-in of other internal departments to achieve sales initiatives. The Inside Sales Representative will also represent PTRs commitment to being our customers easy button by serving as the main point of contact. They will be the front-line hero by assisting them in making informed decisions, providing guidance on our rentals, and resolving any issues they might face. We are seeking someone eager to develop their sales skills and grow within our organization. This role is designed as a stepping stone to a Territory Sales Managerposition, providing hands-on experience with customer interactions, lead qualification, and sales process execution. Ideal candidates will demonstrate a strong drive for results, the ability to build relationships, and a proactive approach to learning and development. High-performing ISRs will have the opportunity to be mentored, trained, and considered for promotion into a TSM role as part of their career path at PTR. COMPENSATION This position offers a competitive compensation package of base salaryplus uncapped commissions =OTE annually. RESPONSIBILITIES Offer top-notch customer service and respond with a sense of urgency for goal achievement in a fast-paced sales environment. Build a strong pipeline of customers by qualifying potential leads in your territory. This includes strategic prospecting and sourcing. Develop creative ways to engage and build rapport with prospective customers by pitching the Premier Truck Rental value proposition. Partner with assigned Territory Managers by assisting with scheduling customer visits, trade shows, new customer hand-offs, and any other travel requested. Facilitate in-person meetings and set appointments with prospective customers. Qualify and quote inquiries for your prospective territories both online and from the Territory Manager. Input data into the system with accuracy and follow up in a timely fashion. Facilitate the onboarding of new customers through the credit process. Drive collaboration between customers, Territory Managers, Logistics, and internal teams to coordinate On-Rent and Off-Rent notices with excellent attention to detail. Identify and arrange the swap of equipment from customers meeting the PTR de-fleeting criteria. Manage the sales tools to organize, compile, and analyze data with accuracy for a variety of activities and multiple projects occurring simultaneously.Building and developing a new 3-4 state territory! REQUIREMENTS MUST HAVE2+ years of strategic prospecting or account manager/sales experience; or an advanced degree or equivalent experience converting prospects into closed sales. Tech-forward approach to sales strategy. Excellent prospecting, follow-up, and follow-through skills. Committed to seeing deals through completion. Accountability and ownership of the sales process and a strong commitment to results. Comfortable with a job that has a variety of tasks and is dynamic and changing. Proactive prospecting skills and can overcome objections; driven to establish relationships with new customers. Ability to communicate in a clear, logical manner in formal and informal situations. Proficiency in CRMs and sales tracking systems Hunters mindsetsomeone who thrives on pursuing new business, driving outbound sales, and generating qualified opportunities. Prospecting: Going on LinkedIn, Looking at Competitor data, grabbing contacts for the TM, may use technology like Apollo and LinkedIn Sales Navigator Partner closely with the Territory Manager to ensure a unified approach in managing customer relationships, pipeline development, and revenue growth. Maintain clear and consistent communication to align on sales strategies, customer needs, and market opportunities, fostering a seamless and collaborative partnership with the Territory Manager. Consistently meet and exceed key performance indicators, including rental revenue, upfit revenue, and conversion rates, by actively managing customer accounts and identifying growth opportunities. Support the saturation and maturation of the customer base through strategic outreach, relationship management, and alignment with the Territory Manager to drive long-term success. Remote in the United States with some travel to trade shows, quarterly travel up to a week at a time, and sales meetingsNICE TO HAVE Rental and/or sales experience in the industry. Proficiency in , Apollo.io , LinkedIn Sales Navigator, Power BI, MS Dynamics, Chat GPT. Established relationships within the marketplace or territory. Motivated to grow into outside territory management position with relocation On Target Earnings:EMPLOYEE BENEFITSWellness & Fitness: Take advantage of our on-site CrossFit-style gym, featuring a full-time personal trainer dedicated to helping you reach your fitness goals. Whether you're into group classes, virtual personal training, personalized workout plans, or nutrition coaching, weve got you covered!Exclusive Employee Perks: PTR Swag & a Uniform/Boot Allowance, On-site Micro-Markets stocked with snacks & essentials, discounts on phone plans, supplier vehicles, mobile detailing, tools, & equipmentand much more!Profit SharingYour Success, rewarded: At PTR, we believe in sharing success. Our Profit-SharingComprehensive BenefitsStarting Day One:Premium healthcare coverage401matching & long-term financial planning Paid time off that lets you recharge Life, accidental death, and disability coverage Ongoing learning & development opportunitiesTraining, Growth & RecognitionWe partner with Predictive Index to better understand your strengths, ensuring tailored coaching, structured training, and career development. Performance and attitude evaluations every 6 months keep you on track for growth.Culture & ConnectionMore Than Just a JobAt PTR, we dont just build relationships with our customerswe build them with each other. Our tech-forward, highly collaborative culture is rooted in our core values. Connect and engage through:PTR Field Days & Team EventsThe Extra Mile Recognition ProgramPTR Text Alerts & Open CommunicationPremier Truck Rental Is an Equal Opportunity Employer We are an equal opportunity employer and all qualified applicants will receive consideration for employment without regard to race, color, religion, sex, national origin, disability status, protected veteran status, or any other characteristic protected by law. If you need support or accommodation due to a disability, contact us at PI6e547fa1c5- #premier #truck #rental #inside #sales
    WEWORKREMOTELY.COM
    Premier Truck Rental: Inside Sales Representative - Remote Salt Lake Area
    Are you in search of a company that resonates with your proactive spirit and entrepreneurial mindset? Your search ends here with Premier Truck Rental! Company Overview At Premier Truck Rental (PTR), we provide customized commercial fleet rentals nationwide, helping businesses get the right trucks and equipment to get the job done. Headquartered in Fort Wayne, Indiana, PTR is a family-owned company built on a foundation of integrity, innovation, and exceptional service. We serve a wide range of industriesincluding construction, utilities, and infrastructureby delivering high-quality, ready-to-work trucks and trailers tailored to each customers needs. At PTR, we dont just rent truckswe partner with our customers to drive efficiency and success on every job site. Please keep reading Not sure if you meet every requirement? Thats okay! We encourage you to apply if youre passionate, hardworking, and eager to contribute. We know that diverse perspectives and experiences make us stronger, and we want you to be part of our journey. Inside Sales Representative (ISR) at PTR is a friendly, people-oriented, and persuasive steward of the sales process. This role will support our Territory Managers with their sales pipeline while also prospecting and cross-selling PTR products themselves. This support includes driving results by enrolling the commitment and buy-in of other internal departments to achieve sales initiatives. The Inside Sales Representative will also represent PTRs commitment to being our customers easy button by serving as the main point of contact. They will be the front-line hero by assisting them in making informed decisions, providing guidance on our rentals, and resolving any issues they might face. We are seeking someone eager to develop their sales skills and grow within our organization. This role is designed as a stepping stone to a Territory Sales Manager (TSM) position, providing hands-on experience with customer interactions, lead qualification, and sales process execution. Ideal candidates will demonstrate a strong drive for results, the ability to build relationships, and a proactive approach to learning and development. High-performing ISRs will have the opportunity to be mentored, trained, and considered for promotion into a TSM role as part of their career path at PTR. COMPENSATION This position offers a competitive compensation package of base salary ($50,000/yr) plus uncapped commissions =OTE $85,000 annually. RESPONSIBILITIES Offer top-notch customer service and respond with a sense of urgency for goal achievement in a fast-paced sales environment. Build a strong pipeline of customers by qualifying potential leads in your territory. This includes strategic prospecting and sourcing. Develop creative ways to engage and build rapport with prospective customers by pitching the Premier Truck Rental value proposition. Partner with assigned Territory Managers by assisting with scheduling customer visits, trade shows, new customer hand-offs, and any other travel requested. Facilitate in-person meetings and set appointments with prospective customers. Qualify and quote inquiries for your prospective territories both online and from the Territory Manager. Input data into the system with accuracy and follow up in a timely fashion. Facilitate the onboarding of new customers through the credit process. Drive collaboration between customers, Territory Managers, Logistics, and internal teams to coordinate On-Rent and Off-Rent notices with excellent attention to detail. Identify and arrange the swap of equipment from customers meeting the PTR de-fleeting criteria. Manage the sales tools to organize, compile, and analyze data with accuracy for a variety of activities and multiple projects occurring simultaneously.Building and developing a new 3-4 state territory! REQUIREMENTS MUST HAVE2+ years of strategic prospecting or account manager/sales experience; or an advanced degree or equivalent experience converting prospects into closed sales. Tech-forward approach to sales strategy. Excellent prospecting, follow-up, and follow-through skills. Committed to seeing deals through completion. Accountability and ownership of the sales process and a strong commitment to results. Comfortable with a job that has a variety of tasks and is dynamic and changing. Proactive prospecting skills and can overcome objections; driven to establish relationships with new customers. Ability to communicate in a clear, logical manner in formal and informal situations. Proficiency in CRMs and sales tracking systems Hunters mindsetsomeone who thrives on pursuing new business, driving outbound sales, and generating qualified opportunities. Prospecting: Going on LinkedIn, Looking at Competitor data, grabbing contacts for the TM, may use technology like Apollo and LinkedIn Sales Navigator Partner closely with the Territory Manager to ensure a unified approach in managing customer relationships, pipeline development, and revenue growth. Maintain clear and consistent communication to align on sales strategies, customer needs, and market opportunities, fostering a seamless and collaborative partnership with the Territory Manager. Consistently meet and exceed key performance indicators (KPIs), including rental revenue, upfit revenue, and conversion rates, by actively managing customer accounts and identifying growth opportunities. Support the saturation and maturation of the customer base through strategic outreach, relationship management, and alignment with the Territory Manager to drive long-term success. Remote in the United States with some travel to trade shows, quarterly travel up to a week at a time, and sales meetingsNICE TO HAVE Rental and/or sales experience in the industry. Proficiency in , Apollo.io , LinkedIn Sales Navigator, Power BI, MS Dynamics, Chat GPT. Established relationships within the marketplace or territory. Motivated to grow into outside territory management position with relocation On Target Earnings: ($85,000)EMPLOYEE BENEFITSWellness & Fitness: Take advantage of our on-site CrossFit-style gym, featuring a full-time personal trainer dedicated to helping you reach your fitness goals. Whether you're into group classes, virtual personal training, personalized workout plans, or nutrition coaching, weve got you covered!Exclusive Employee Perks: PTR Swag & a Uniform/Boot Allowance, On-site Micro-Markets stocked with snacks & essentials, discounts on phone plans, supplier vehicles, mobile detailing, tools, & equipmentand much more!Profit SharingYour Success, rewarded: At PTR, we believe in sharing success. Our Profit-SharingComprehensive BenefitsStarting Day One:Premium healthcare coverage (medical, dental, vision, mental health & virtual healthcare)401(k) matching & long-term financial planning Paid time off that lets you recharge Life, accidental death, and disability coverage Ongoing learning & development opportunitiesTraining, Growth & RecognitionWe partner with Predictive Index to better understand your strengths, ensuring tailored coaching, structured training, and career development. Performance and attitude evaluations every 6 months keep you on track for growth.Culture & ConnectionMore Than Just a JobAt PTR, we dont just build relationships with our customerswe build them with each other. Our tech-forward, highly collaborative culture is rooted in our core values. Connect and engage through:PTR Field Days & Team EventsThe Extra Mile Recognition ProgramPTR Text Alerts & Open CommunicationPremier Truck Rental Is an Equal Opportunity Employer We are an equal opportunity employer and all qualified applicants will receive consideration for employment without regard to race, color, religion, sex, national origin, disability status, protected veteran status, or any other characteristic protected by law. If you need support or accommodation due to a disability, contact us at PI6e547fa1c5-
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  • Associate Ad Product Producer at Gameloft

    Associate Ad Product ProducerGameloftHo Chi Minh City Ho Chi Minh City vn17 minutes agoApplyJob DescriptionAssist in the production and delivery of rich media ads, ensuring projects are completed on time and within scope.Track project progress using toolsand escalate issues to senior producers when necessary.Communicate with external partners to clarify briefs, provide feedback, and ensure timely, high-quality deliverables.Maintain clear documentation and regularly update internal tracking sheets for outsourced work.Review deliverables to ensure they meet creative standards and technical specifications.Collaborate with QA, developers, and cross-functional teams to resolve issues and maintain alignment throughout the project lifecycle.Qualifications1–2 years of experience in digital production, advertising, or game-related project management.Strong organizational skills with attention to detail and the ability to manage multiple projects and deadlines.Proficient in Englishand skilled in Google Workspace as well as task tracking platformsEffective communicator and team player, with a proactive mindset and strong problem-solving skills.Familiar with mobile ad platforms and basic technical knowledge of mobile ecosystems; data analysis experience is a plus.Quick to adapt and eager to learn new tools, technologies, and workflows.Additional InformationRecruitment Process:Screening callTestInterviewOfferWork Location and Hours:Work location: 26 Ung Van Khiem, Binh Thanh District, Ho Chi Minh City.Work hours: 08:30 AM - 06:00 PM, Monday - Friday.Why Join Gameloft?You want to work in an exceptional industry and create games downloaded more than 1 billion times per year.You want to be part of a talented and supportive team of pioneers who have a passion for creating video games.You want to contribute to a vibrant and dynamic atmosphere.You want to join a global company and meet great people around the world.You will work on an employment contract with competitive remuneration and benefits package.You are looking for a fun place to work in the heart of the city.What We Offer:A hybrid working model.A dynamic workplace environment, with over 18 nationalities, where hundreds of world-renowned game titles were born.A range of well-being events and policies to support employees physically, mentally, and emotionally.An open-space office, a cafeteria, a terrace and a Gaming Area.Various training packages, including internal training, sponsorship training, and e-learning.Opportunities to collaborate and train with Gameloft worldwide experts and develop yourselves.An attractive monthly salary alongside Tet and other performance bonuses.Minimum 12 days of paid annual leave, plus 5 days of paid sick leave, Christmas leave, Birthday leave,...100% coverage of mandatory insurance and extra healthcare insurance.A monthly allowance to support lunch meals and working-from-home electricity and Internet bills.Other benefits from one of the best employers in Vietnam.What's more?Want to know more? Visit our websites:Company DescriptionJoin The Game!Leader in the development and publishing of multiplatform games, Gameloft® has established itself as a pioneer in the industry, creating innovative gaming experiences for 25 years. Gameloft creates games for all digital platforms, from mobile to cross-platform titles for PC and consoles. Gameloft operates its own established franchises such as Asphalt®, Dragon Mania Legends, March of Empires, and Dungeon Hunter, and also partners with major rights holders including LEGO®, Universal, Illumination, Hasbro®, Fox Digital Entertainment, Lamborghini®, and Ferrari®. Gameloft distributes its games in over 100 countries and employs 3,000 people worldwide. Every month, 1 billion unique users can be reached by advertisers in Gameloft games with Gameloft for brands, a leading B2B offering dedicated to brands and agencies. Gameloft is a Vivendi company.
    Create Your Profile — Game companies can contact you with their relevant job openings.
    Apply
    #associate #product #producer #gameloft
    Associate Ad Product Producer at Gameloft
    Associate Ad Product ProducerGameloftHo Chi Minh City Ho Chi Minh City vn17 minutes agoApplyJob DescriptionAssist in the production and delivery of rich media ads, ensuring projects are completed on time and within scope.Track project progress using toolsand escalate issues to senior producers when necessary.Communicate with external partners to clarify briefs, provide feedback, and ensure timely, high-quality deliverables.Maintain clear documentation and regularly update internal tracking sheets for outsourced work.Review deliverables to ensure they meet creative standards and technical specifications.Collaborate with QA, developers, and cross-functional teams to resolve issues and maintain alignment throughout the project lifecycle.Qualifications1–2 years of experience in digital production, advertising, or game-related project management.Strong organizational skills with attention to detail and the ability to manage multiple projects and deadlines.Proficient in Englishand skilled in Google Workspace as well as task tracking platformsEffective communicator and team player, with a proactive mindset and strong problem-solving skills.Familiar with mobile ad platforms and basic technical knowledge of mobile ecosystems; data analysis experience is a plus.Quick to adapt and eager to learn new tools, technologies, and workflows.Additional InformationRecruitment Process:Screening callTestInterviewOfferWork Location and Hours:Work location: 26 Ung Van Khiem, Binh Thanh District, Ho Chi Minh City.Work hours: 08:30 AM - 06:00 PM, Monday - Friday.Why Join Gameloft?You want to work in an exceptional industry and create games downloaded more than 1 billion times per year.You want to be part of a talented and supportive team of pioneers who have a passion for creating video games.You want to contribute to a vibrant and dynamic atmosphere.You want to join a global company and meet great people around the world.You will work on an employment contract with competitive remuneration and benefits package.You are looking for a fun place to work in the heart of the city.What We Offer:A hybrid working model.A dynamic workplace environment, with over 18 nationalities, where hundreds of world-renowned game titles were born.A range of well-being events and policies to support employees physically, mentally, and emotionally.An open-space office, a cafeteria, a terrace and a Gaming Area.Various training packages, including internal training, sponsorship training, and e-learning.Opportunities to collaborate and train with Gameloft worldwide experts and develop yourselves.An attractive monthly salary alongside Tet and other performance bonuses.Minimum 12 days of paid annual leave, plus 5 days of paid sick leave, Christmas leave, Birthday leave,...100% coverage of mandatory insurance and extra healthcare insurance.A monthly allowance to support lunch meals and working-from-home electricity and Internet bills.Other benefits from one of the best employers in Vietnam.What's more?Want to know more? Visit our websites:Company DescriptionJoin The Game!Leader in the development and publishing of multiplatform games, Gameloft® has established itself as a pioneer in the industry, creating innovative gaming experiences for 25 years. Gameloft creates games for all digital platforms, from mobile to cross-platform titles for PC and consoles. Gameloft operates its own established franchises such as Asphalt®, Dragon Mania Legends, March of Empires, and Dungeon Hunter, and also partners with major rights holders including LEGO®, Universal, Illumination, Hasbro®, Fox Digital Entertainment, Lamborghini®, and Ferrari®. Gameloft distributes its games in over 100 countries and employs 3,000 people worldwide. Every month, 1 billion unique users can be reached by advertisers in Gameloft games with Gameloft for brands, a leading B2B offering dedicated to brands and agencies. Gameloft is a Vivendi company. Create Your Profile — Game companies can contact you with their relevant job openings. Apply #associate #product #producer #gameloft
    Associate Ad Product Producer at Gameloft
    Associate Ad Product ProducerGameloftHo Chi Minh City Ho Chi Minh City vn17 minutes agoApplyJob DescriptionAssist in the production and delivery of rich media ads, ensuring projects are completed on time and within scope.Track project progress using tools (e.g., JIRA) and escalate issues to senior producers when necessary.Communicate with external partners to clarify briefs, provide feedback, and ensure timely, high-quality deliverables.Maintain clear documentation and regularly update internal tracking sheets for outsourced work.Review deliverables to ensure they meet creative standards and technical specifications.Collaborate with QA, developers, and cross-functional teams to resolve issues and maintain alignment throughout the project lifecycle.Qualifications1–2 years of experience in digital production, advertising, or game-related project management.Strong organizational skills with attention to detail and the ability to manage multiple projects and deadlines.Proficient in English (written and spoken) and skilled in Google Workspace as well as task tracking platforms (e.g., JIRA,Confluence)Effective communicator and team player, with a proactive mindset and strong problem-solving skills.Familiar with mobile ad platforms and basic technical knowledge of mobile ecosystems; data analysis experience is a plus.Quick to adapt and eager to learn new tools, technologies, and workflows.Additional InformationRecruitment Process:(1) Screening call ( Only candidates whose qualifications align with the role will be contacted. We sincerely appreciate your understanding)(2) Test(3) Interview(s)(4) OfferWork Location and Hours:Work location: 26 Ung Van Khiem, Binh Thanh District, Ho Chi Minh City.Work hours: 08:30 AM - 06:00 PM, Monday - Friday.Why Join Gameloft?You want to work in an exceptional industry and create games downloaded more than 1 billion times per year.You want to be part of a talented and supportive team of pioneers who have a passion for creating video games.You want to contribute to a vibrant and dynamic atmosphere.You want to join a global company and meet great people around the world.You will work on an employment contract with competitive remuneration and benefits package.You are looking for a fun place to work in the heart of the city.What We Offer:A hybrid working model.A dynamic workplace environment, with over 18 nationalities, where hundreds of world-renowned game titles were born.A range of well-being events and policies to support employees physically, mentally, and emotionally.An open-space office, a cafeteria, a terrace and a Gaming Area.Various training packages, including internal training, sponsorship training, and e-learning (iLearn, Udemy,...).Opportunities to collaborate and train with Gameloft worldwide experts and develop yourselves.An attractive monthly salary alongside Tet and other performance bonuses.Minimum 12 days of paid annual leave, plus 5 days of paid sick leave, Christmas leave, Birthday leave,...100% coverage of mandatory insurance and extra healthcare insurance.A monthly allowance to support lunch meals and working-from-home electricity and Internet bills.Other benefits from one of the best employers in Vietnam.What's more?Want to know more? Visit our websites:Company DescriptionJoin The Game!Leader in the development and publishing of multiplatform games, Gameloft® has established itself as a pioneer in the industry, creating innovative gaming experiences for 25 years. Gameloft creates games for all digital platforms, from mobile to cross-platform titles for PC and consoles. Gameloft operates its own established franchises such as Asphalt®, Dragon Mania Legends, March of Empires, and Dungeon Hunter, and also partners with major rights holders including LEGO®, Universal, Illumination, Hasbro®, Fox Digital Entertainment, Lamborghini®, and Ferrari®. Gameloft distributes its games in over 100 countries and employs 3,000 people worldwide. Every month, 1 billion unique users can be reached by advertisers in Gameloft games with Gameloft for brands, a leading B2B offering dedicated to brands and agencies. Gameloft is a Vivendi company. Create Your Profile — Game companies can contact you with their relevant job openings. Apply
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  • Millennium Systems International: Revenue Enablement

    Millennium Systems International is an exciting and dynamic software company based inParsippany, NJ and was founded in 1987 to provide the beauty and wellness industry withforward-thinking, powerful management software and vital tools. We’ve built a companybased on revolutionary technology, outstanding support, and more importantly, a strongpassion to educate salon and spa owners on how to sustain success. Our software isutilized in thousands of salons and spas in over 36 countries, processes billions of dollarsin transactions per year and is used by hundreds of thousands of users. MillenniumSystems International is honored to have been named one of New Jersey's TopWorkplaces!We are currently searching for a Revenue Enablement professional to train and coach oursales professionals to drive team success. Seeking an enthusiastic and high energyprofessional who is passionate about the beauty/salon space!  This is a remote role.Key Responsibilities:• Develop and deliver training materials and resources, including presentations, e-learning modules, and manuals.• Tailor training programs to meet the specific needs of different sales teams,ensuring relevance to products, services, and market trends.• Continuously update training content to reflect changes in the product portfolio,sales strategies, and market conditions.• Teach core sales techniques such as prospecting, lead qualification, negotiation,closing strategies, and upselling.Focus on improving key areas like objection handling, overcoming customerresistance, and relationship-building.• Onboard new sales team members by providing them with a comprehensiveunderstanding of company products, sales processes, and culture.• Facilitate product and sales training sessions to ensure new hires are equipped toperform in their roles from day one.• Monitor the performance of sales representatives before and after training to assessthe effectiveness of the programs.• Conduct regular performance reviews and provide ongoing coaching to individualteam members to ensure continued development and goal achievement.• Partner with sales managers and senior leaders to understand team performancegaps and emerging needs.• Offer solutions and recommendations for improving sales performance throughcustomized training initiatives.• Train sales teams on the use of CRM systems, sales tools, and other relevantsoftware to improve efficiency and tracking.• Ensure the team is proficient in using digital tools to track progress, managepipelines, and close sales.• Track and measure the success of training programs, using metrics such as salesperformance improvements, knowledge retention rates, employee engagement andsuggest adjustments for continuous improvement.• Stay up to date with the latest trends in sales strategies, tools, and technologies.Qualifications:• Bachelor’s degree in Business, Marketing, Communications, or a related field.• 3+ years proven experience in sales, with a solid understanding of sales processesand techniques.• Previous experience in a sales training, enablement or coaching role is preferred.Skills:• Strong presentation, communication, and interpersonal skills.• Ability to design engaging and impactful training programs.• Knowledge of CRM software and sales automation tools.• Analytical skills to assess performance and adjust training methods accordingly.• Organizational skills and attention to detail.• Motivational and coaching skills to help salespeople improve their performance.• Passionate about helping others succeed and developing their careers.• Creative thinker with a solutions-oriented mindset.Millennium Systems International is committed to providing all Team Members with competitive wages and salaries that are motivational, fair, and equitable. Our compensation program reflects our core values of Teamwork, Excellence, and Integrity, ensuring transparency and fairness while attracting top talent and fostering an environment that encourages growth and retention.We believe that every Team Member is integral to our collective success, and we value the diverse perspectives, creativity, and innovation they bring. Our compensation packages are designed to reflect individual contributions, taking into account skill set, experience, certifications, and work location.In line with our Client-Centric philosophy, we recognize that the success of our Team Members contributes directly to the success of our clients. As such, we offer compensation packages that not only motivate but also reward performance and excellence.The base salary range for this position in the United States is -In addition to base pay, the total compensation package may also include commission, performance bonuses, benefits, and/or other applicable incentive compensation plans.At Millennium Systems International, we approach every challenge with Passion—striving to exceed expectations, solve challenges with urgency and determination, and create an environment where Team Members thrive and celebrate each other’s successes.We Offer:Paid Time Offand Holidays: Enjoy a generous 3 weeks of Paid Time Offthat begins accruing with every pay period from your very first day! Plus, you’ll enjoy tenpaid holidays throughout 2025, along with fivepaid sick days and onepersonal day—because we believe in taking care of you!Medical, Dental, and Vision Benefits: Your well-being is a priority! We offer subsidized Medical, Dental, and Vision plans, with coverage kicking in quickly. It's all about making sure you stay healthy, happy, and well-cared for.Life Insurance: Peace of mind for you and your loved ones! We provide Life Insurance and Accidental Death & Dismemberment. What’s even better? Millennium Systems International fully covers the entire cost—100% on us!Long-Term and Short-Term Disability Insurance: Stay secure no matter what life brings your way. Short-Term and Long-Term Disability insurance.  And we’ve got your back—Millennium Systems International covers the full cost of Long-Term Disability at 100%.401Retirement Plan: Plan for your future with confidence! You’ll be eligible to enroll in our robust 401plan. When you do, you’ll enjoy a 100% match on up to 4% of your contributions, thanks to our Safe Harbor plan. It’s our way of helping you build a brighter tomorrow.Learning & Development Opportunities: We foster a culture of growth and professional excellence. As part of our benefits, we offer unlimited access to Udemy’s online courses, helping you refine your skills, explore new areas, and advance your career. Whether you're deepening your expertise or learning new technologies, we’re here to support your development every step of the way.  Apply NowLet's start your dream job Apply now Meet JobCopilot: Your Personal AI Job HunterAutomatically Apply to Remote Sales and Marketing JobsJust set your preferences and Job Copilot will do the rest-finding, filtering, and applying while you focus on what matters. Activate JobCopilot
    #millennium #systems #international #revenue #enablement
    Millennium Systems International: Revenue Enablement
    Millennium Systems International is an exciting and dynamic software company based inParsippany, NJ and was founded in 1987 to provide the beauty and wellness industry withforward-thinking, powerful management software and vital tools. We’ve built a companybased on revolutionary technology, outstanding support, and more importantly, a strongpassion to educate salon and spa owners on how to sustain success. Our software isutilized in thousands of salons and spas in over 36 countries, processes billions of dollarsin transactions per year and is used by hundreds of thousands of users. MillenniumSystems International is honored to have been named one of New Jersey's TopWorkplaces!We are currently searching for a Revenue Enablement professional to train and coach oursales professionals to drive team success. Seeking an enthusiastic and high energyprofessional who is passionate about the beauty/salon space!  This is a remote role.Key Responsibilities:• Develop and deliver training materials and resources, including presentations, e-learning modules, and manuals.• Tailor training programs to meet the specific needs of different sales teams,ensuring relevance to products, services, and market trends.• Continuously update training content to reflect changes in the product portfolio,sales strategies, and market conditions.• Teach core sales techniques such as prospecting, lead qualification, negotiation,closing strategies, and upselling.Focus on improving key areas like objection handling, overcoming customerresistance, and relationship-building.• Onboard new sales team members by providing them with a comprehensiveunderstanding of company products, sales processes, and culture.• Facilitate product and sales training sessions to ensure new hires are equipped toperform in their roles from day one.• Monitor the performance of sales representatives before and after training to assessthe effectiveness of the programs.• Conduct regular performance reviews and provide ongoing coaching to individualteam members to ensure continued development and goal achievement.• Partner with sales managers and senior leaders to understand team performancegaps and emerging needs.• Offer solutions and recommendations for improving sales performance throughcustomized training initiatives.• Train sales teams on the use of CRM systems, sales tools, and other relevantsoftware to improve efficiency and tracking.• Ensure the team is proficient in using digital tools to track progress, managepipelines, and close sales.• Track and measure the success of training programs, using metrics such as salesperformance improvements, knowledge retention rates, employee engagement andsuggest adjustments for continuous improvement.• Stay up to date with the latest trends in sales strategies, tools, and technologies.Qualifications:• Bachelor’s degree in Business, Marketing, Communications, or a related field.• 3+ years proven experience in sales, with a solid understanding of sales processesand techniques.• Previous experience in a sales training, enablement or coaching role is preferred.Skills:• Strong presentation, communication, and interpersonal skills.• Ability to design engaging and impactful training programs.• Knowledge of CRM software and sales automation tools.• Analytical skills to assess performance and adjust training methods accordingly.• Organizational skills and attention to detail.• Motivational and coaching skills to help salespeople improve their performance.• Passionate about helping others succeed and developing their careers.• Creative thinker with a solutions-oriented mindset.Millennium Systems International is committed to providing all Team Members with competitive wages and salaries that are motivational, fair, and equitable. Our compensation program reflects our core values of Teamwork, Excellence, and Integrity, ensuring transparency and fairness while attracting top talent and fostering an environment that encourages growth and retention.We believe that every Team Member is integral to our collective success, and we value the diverse perspectives, creativity, and innovation they bring. Our compensation packages are designed to reflect individual contributions, taking into account skill set, experience, certifications, and work location.In line with our Client-Centric philosophy, we recognize that the success of our Team Members contributes directly to the success of our clients. As such, we offer compensation packages that not only motivate but also reward performance and excellence.The base salary range for this position in the United States is -In addition to base pay, the total compensation package may also include commission, performance bonuses, benefits, and/or other applicable incentive compensation plans.At Millennium Systems International, we approach every challenge with Passion—striving to exceed expectations, solve challenges with urgency and determination, and create an environment where Team Members thrive and celebrate each other’s successes.We Offer:Paid Time Offand Holidays: Enjoy a generous 3 weeks of Paid Time Offthat begins accruing with every pay period from your very first day! Plus, you’ll enjoy tenpaid holidays throughout 2025, along with fivepaid sick days and onepersonal day—because we believe in taking care of you!Medical, Dental, and Vision Benefits: Your well-being is a priority! We offer subsidized Medical, Dental, and Vision plans, with coverage kicking in quickly. It's all about making sure you stay healthy, happy, and well-cared for.Life Insurance: Peace of mind for you and your loved ones! We provide Life Insurance and Accidental Death & Dismemberment. What’s even better? Millennium Systems International fully covers the entire cost—100% on us!Long-Term and Short-Term Disability Insurance: Stay secure no matter what life brings your way. Short-Term and Long-Term Disability insurance.  And we’ve got your back—Millennium Systems International covers the full cost of Long-Term Disability at 100%.401Retirement Plan: Plan for your future with confidence! You’ll be eligible to enroll in our robust 401plan. When you do, you’ll enjoy a 100% match on up to 4% of your contributions, thanks to our Safe Harbor plan. It’s our way of helping you build a brighter tomorrow.Learning & Development Opportunities: We foster a culture of growth and professional excellence. As part of our benefits, we offer unlimited access to Udemy’s online courses, helping you refine your skills, explore new areas, and advance your career. Whether you're deepening your expertise or learning new technologies, we’re here to support your development every step of the way.  Apply NowLet's start your dream job Apply now Meet JobCopilot: Your Personal AI Job HunterAutomatically Apply to Remote Sales and Marketing JobsJust set your preferences and Job Copilot will do the rest-finding, filtering, and applying while you focus on what matters. Activate JobCopilot #millennium #systems #international #revenue #enablement
    WEWORKREMOTELY.COM
    Millennium Systems International: Revenue Enablement
    Millennium Systems International is an exciting and dynamic software company based inParsippany, NJ and was founded in 1987 to provide the beauty and wellness industry withforward-thinking, powerful management software and vital tools. We’ve built a companybased on revolutionary technology, outstanding support, and more importantly, a strongpassion to educate salon and spa owners on how to sustain success. Our software isutilized in thousands of salons and spas in over 36 countries, processes billions of dollarsin transactions per year and is used by hundreds of thousands of users. MillenniumSystems International is honored to have been named one of New Jersey's TopWorkplaces!We are currently searching for a Revenue Enablement professional to train and coach oursales professionals to drive team success. Seeking an enthusiastic and high energyprofessional who is passionate about the beauty/salon space!  This is a remote role.Key Responsibilities:• Develop and deliver training materials and resources, including presentations, e-learning modules, and manuals.• Tailor training programs to meet the specific needs of different sales teams,ensuring relevance to products, services, and market trends.• Continuously update training content to reflect changes in the product portfolio,sales strategies, and market conditions.• Teach core sales techniques such as prospecting, lead qualification, negotiation,closing strategies, and upselling.Focus on improving key areas like objection handling, overcoming customerresistance, and relationship-building.• Onboard new sales team members by providing them with a comprehensiveunderstanding of company products, sales processes, and culture.• Facilitate product and sales training sessions to ensure new hires are equipped toperform in their roles from day one.• Monitor the performance of sales representatives before and after training to assessthe effectiveness of the programs.• Conduct regular performance reviews and provide ongoing coaching to individualteam members to ensure continued development and goal achievement.• Partner with sales managers and senior leaders to understand team performancegaps and emerging needs.• Offer solutions and recommendations for improving sales performance throughcustomized training initiatives.• Train sales teams on the use of CRM systems, sales tools, and other relevantsoftware to improve efficiency and tracking.• Ensure the team is proficient in using digital tools to track progress, managepipelines, and close sales.• Track and measure the success of training programs, using metrics such as salesperformance improvements, knowledge retention rates, employee engagement andsuggest adjustments for continuous improvement.• Stay up to date with the latest trends in sales strategies, tools, and technologies.Qualifications:• Bachelor’s degree in Business, Marketing, Communications, or a related field (orequivalent experience).• 3+ years proven experience in sales, with a solid understanding of sales processesand techniques.• Previous experience in a sales training, enablement or coaching role is preferred.Skills:• Strong presentation, communication, and interpersonal skills.• Ability to design engaging and impactful training programs.• Knowledge of CRM software and sales automation tools.• Analytical skills to assess performance and adjust training methods accordingly.• Organizational skills and attention to detail.• Motivational and coaching skills to help salespeople improve their performance.• Passionate about helping others succeed and developing their careers.• Creative thinker with a solutions-oriented mindset.Millennium Systems International is committed to providing all Team Members with competitive wages and salaries that are motivational, fair, and equitable. Our compensation program reflects our core values of Teamwork, Excellence, and Integrity, ensuring transparency and fairness while attracting top talent and fostering an environment that encourages growth and retention.We believe that every Team Member is integral to our collective success, and we value the diverse perspectives, creativity, and innovation they bring. Our compensation packages are designed to reflect individual contributions, taking into account skill set, experience, certifications, and work location.In line with our Client-Centric philosophy, we recognize that the success of our Team Members contributes directly to the success of our clients. As such, we offer compensation packages that not only motivate but also reward performance and excellence.The base salary range for this position in the United States is $54,000-$70,000. In addition to base pay, the total compensation package may also include commission, performance bonuses, benefits, and/or other applicable incentive compensation plans.At Millennium Systems International, we approach every challenge with Passion—striving to exceed expectations, solve challenges with urgency and determination, and create an environment where Team Members thrive and celebrate each other’s successes.We Offer:Paid Time Off (PTO) and Holidays: Enjoy a generous 3 weeks of Paid Time Off (PTO) that begins accruing with every pay period from your very first day! Plus, you’ll enjoy ten (10) paid holidays throughout 2025, along with five (5) paid sick days and one (1) personal day—because we believe in taking care of you!Medical, Dental, and Vision Benefits: Your well-being is a priority! We offer subsidized Medical, Dental, and Vision plans, with coverage kicking in quickly. It's all about making sure you stay healthy, happy, and well-cared for.Life Insurance: Peace of mind for you and your loved ones! We provide Life Insurance and Accidental Death & Dismemberment (AD&D). What’s even better? Millennium Systems International fully covers the entire cost—100% on us!Long-Term and Short-Term Disability Insurance: Stay secure no matter what life brings your way. Short-Term and Long-Term Disability insurance.  And we’ve got your back—Millennium Systems International covers the full cost of Long-Term Disability at 100%.401(k) Retirement Plan: Plan for your future with confidence! You’ll be eligible to enroll in our robust 401(k) plan. When you do, you’ll enjoy a 100% match on up to 4% of your contributions, thanks to our Safe Harbor plan. It’s our way of helping you build a brighter tomorrow.Learning & Development Opportunities: We foster a culture of growth and professional excellence. As part of our benefits, we offer unlimited access to Udemy’s online courses, helping you refine your skills, explore new areas, and advance your career. Whether you're deepening your expertise or learning new technologies, we’re here to support your development every step of the way.  Apply NowLet's start your dream job Apply now Meet JobCopilot: Your Personal AI Job HunterAutomatically Apply to Remote Sales and Marketing JobsJust set your preferences and Job Copilot will do the rest-finding, filtering, and applying while you focus on what matters. Activate JobCopilot
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  • Architects, Your Real Competition Isn’t AI — It’s Business Complacency

    Larry Fabbroni is an architect, strategic advisor, and Chief Innovation Officer for Practice of Architecture. Throughout his career, he has led efforts to reform studio culture and innovate practice. He earned his MBA from the University of Chicago’s Booth School of Business.
    In 2017, as leaders in the AIA’s Young Architects Forum, we led the launch of the Practice Innovation Laband hosted a symposium that imagined new architectural practice models. At that time, we already felt that practice innovation was overdue in a profession that has not seen scaled disruption to its business model in over a century. Today, we are confident that there has never been a more critical time for the profession to embrace innovation.

    Redefining Innovation
    Henley Hall: Institute for Energy Efficiency by KieranTimberlake, Santa Barbara, California | KieranTimberlake’s research expertise creates value beyond a baseline labor model. 
    Currently, artificial intelligence dominates strategy conversations, but just as we saw back in 2017, larger patterns prompt calls for innovation. Talent attraction is increasingly challenging, disruptive technology continues to emerge, and actors from outside our industry show growing interest in the space.
    While incremental innovation has long been a part of the profession, relatively few firms have adopted new practices that create value beyond a baseline labor model. Firms such as KieranTimberlake have shown that research expertise can do this. MASS Design has pioneered a mission-driven approach. BIG has taken on the role of architect-as-developer. Snøhetta houses a product design division. We could continue to list great firms that have pushed the boundaries of practice, but they represent exceptions that have yet to be recognized as new standards.
    Indeed, the confluence of those factors that led to the original PIL continues to make the case that the time for scaled innovation is now.

    A Melting Iceberg: Incremental Changes Depleting the Profession
    Powerhouse Telemark by Snøhetta, Vestfold og Telemark, Norway | Photo by Ivar Kvaal | Snøhetta houses a product design division, innovatively presenting a alternative business model for firms. 
    One of the dangers of operating in a slow-moving industry is that change is difficult to detect and even more challenging to comprehend. If an iceberg loses 1% of mass per year, it’s tough to take notice, but the end result is catastrophic. This is what is happening to our profession. For newcomers, if it feels like there are increasingly more attractive opportunities elsewhere, that’s because there are. For seasoned professionals, if it feels like it’s become more challenging to maintain the same levels of prosperity, that’s because it has.
    LessTalent
    In some ways, the shift towards companies recognizing “talent” as their most excellent resource has bewildered architects: we have always relied on talent. However, the patterns of talent leaving our profession are concerning. We say “feel” because there is no significant data.
    We spoke to Kendall A. Nicholson, Senior Director of Research at the Association of Collegiate Schools of Architecture, who confirmed that aggregated data on graduate placement does not exist. So we inquired about what placement looks like at several programs around the country. Omar Khan, Head of the Carnegie Mellon University School of Architecture, informed us that approximately 90% of students pursue a minor to expand their horizons, and that in 2022, nearly one in three graduates entered the tech sector. Khan stated that these opportunities aren’t just student-driven — large innovative companies increasingly seek the value that graduates of architecture schools will provide.
    This increasing difficulty in capturing the talent that architecture schools are producing results in a shrinking and diluted talent pool. For a profession so reliant on human resources, this presents extreme risk.
    Pay Gaps
    In an increasingly expensive world, we are not able to compete for the best talent with emerging industries.
    It’s easy to understand why a popular career pivot for architects has become UX design. Designing user experience for websites pays significantly better than designing the same for the built environment. According to Glassdoor, 2023 entry-level UX designers earned an average of K, while the AIA salary calculator suggests architecture grads can expect to earn an average of K.
    The talent we do attract into the profession often loses interest when they experience low pay and long hours, all while most firms lack clear paths and criteria for advancement or compensation increases.
    A Smaller Piece of the Pie
    Examining data in isolation, one might conclude that the profession continues to grow; the number of architects has increased substantially over the last century, and this trend has persisted in recent years.
    The problem with this growth is that the estimated share of the US GDP for Architectural Services has shrunk over time. This is not a manageable number to measure before 1999, when NCARB first aggregated local jurisdictional data. Due to limitations in industry economic data, we’re only showing data since 2011 for the purposes of this article.

    In that time, the number of architects has grown, the market size for services has grown, but the share those services represent as a portion of the US GDP has declined — by 15% if we use US Census data to almost 30% if we use industry research data. To put it another way, architecture is a stagnant industry with a shrinking share of the economy.
    It’s challenging to examine this data and emerge feeling confident about the profession, but there is a silver lining. The biggest impediment to innovation for architects is not a lack of talent, but rather the business model. Design thinking has been widely adopted throughout the world as a key component of innovation processes; however, the problem is that we operate in the realm of professional services, which inherently is not well-suited to promoting innovation. Reliance on that formula is causing our iceberg to melt.

    The Tsunami: The AI Tidal Wave is Here
    The Rwanda Institute for Conservation Agriculture by MASS Design Group, Rwanda | MASS Design has pioneered a mission-driven approach that creates value beyond a baseline labor model. 
    As we confront the exodus of talent, it is easy for both firm owners and clients to imagine AI bringing efficiencies and replacing “CAD-monkeys” with machines. However, any firm that wants to operate — and win — as anything more than a low-cost provider will need a strategy to increase value, not just cut costs. AI is merely part of the toolbox required to confront a perfect storm of forces.
    Jobs will Disappear
    Goldman Sachs predicts that as much as 37% of our industry tasks will be replaced by AI. Many see this as a pathway to lower costs and increased profits. However, that is short-sighted. Markets will adjust quickly and demand lower costs for services; additional new value will need to be articulated and proven, and this will only happen through innovation.
    New Jobs will EmergeAI prophets often emphasize that technological innovation has historically led to net employment gains. Previous World Economic Forum estimates predicted losses of up to 85 million existing jobs worldwide, with parallel gains of as many as 97 million new jobs. However, these estimates were revised in the WEF 2023 Economic Outlook, which now anticipates a net loss of 14 million jobs.
    This stark outlook signals an even greater need for architects to become more innovative. The 2024 RIBA AI Report indicates that 41% of architecture firms were already utilizing AI, though current tools are indeed just the beginning. Marketing, business development and content creation will be standard areas of AI deployment moving forward. Still, revolutionary changes will come in how we learn, not only to use new tools, but also to collaborate with digital agents. How will this happen? We can theorize, but it is not possible to know for sure until it arrives, so we need to have a plan before we can see the tidal wave from land.

    The Alien Invasion: Outsiders Are Entering Our Orbit
    VIA 57 West by BIG – Bjarke Ingels Group, New York City, New York | BIG has pioneered a new model for practice by taking on the role of architect-as-developer.
    For years, we’ve heard cries that “architects gave away the role of master builder.” But how much did architects actually give, and how much was taken by innovative competition? This distinction is critical because the wagons are circling, and the AEC space has become ever more attractive to investors.
    Venture Capital and Private Equity Investment
    The numbers are often difficult to parse because architecture can impact so many verticals and does not operate as its own sector in the investment realm; however, the trends suggest a groundswell is underway.
    A 2023 McKinsey report shows that construction tech deals nearly doubled from 2019 to 2022, growing by 85%. At the same period, the number of deals increased by 30%, indicating that interest continues to grow. An increasing size of deals also suggests a maturity of the market. As interest in infrastructure investments has declined from its high in 2020, and along with real estate, has been blunted by high interest rates, institutional investors continue to see opportunities in the AEC space.
    Firm Acquisitions
    AEC firms that deliver predictable returns have proven to be attractive targets for PE firms. In the second quarter of 2024, private equity firms accounted for over one-third of AEC firm mergers and acquisitions. For M&A deals, the industry has seen an increase in attractiveness with expanded infrastructure spending as a catalyst. However, this interest can also be tied to the lack of innovation that has resulted in an industry ripe for consolidation. M&A orchestrators generate large amounts of profit by streamlining operations, eliminating redundancies, and then stamping out competition. An entire community has been built around this, with AEC Advisors hosting an annual “Private Equity Summit” that brings together CEOs of AEC firms with PE investors.
    Startups
    As an extension of the growing interest from venture capital in the space, there is an upward trend in the AEC space being targeted for disruption by entrepreneurs who see an industry that represents a significant portion of the global GDP. AEC Works, a project of e-verse that catalogs AEC startups and investors, lists nearly 800 startups from around the world, with almost 200 identified as “architecture-focused.” The signal is clear: startups are looking to figure out how to do what you do cheaper, better, or perhaps both.
    Combining this environment with depleted talent pools, a declining share of GDP, and revolutionary technology, it is a correct response to be alarmed. Significant change is inevitable. It is time for architects to see the same opportunities that investors and entrepreneurs see, and learn to navigate within these spaces.

    The Great Opportunity
    Throughout history, new actors have enjoyed a “leap-frog” effect and been able to surpass established incumbents to reshape industries, markets and economies.
    From climate change to pandemic ripple effects, to the housing crisis, to generational shifts in the workforce, there are many forces that directly impact the work of architects and call for innovation. The need for new ways of designing and delivering different components of the built environment is ever-present and will be solved by teams that either include — and might be led by — architects, or those that do not. Most end users will only care if the resulting product is superior.
    This time of tension is indeed a time of great opportunity. Architects who embrace innovation in pursuing new iterations of our dated business models may actually achieve what many of us have dreamed of from the start: to leave a positive mark on the world.
    We think the future of the profession depends on it.
    Top image: Powerhouse Telemark by Snøhetta, Vestfold og Telemark, Norway
    The post Architects, Your Real Competition Isn’t AI — It’s Business Complacency appeared first on Journal.
    #architects #your #real #competition #isnt
    Architects, Your Real Competition Isn’t AI — It’s Business Complacency
    Larry Fabbroni is an architect, strategic advisor, and Chief Innovation Officer for Practice of Architecture. Throughout his career, he has led efforts to reform studio culture and innovate practice. He earned his MBA from the University of Chicago’s Booth School of Business. In 2017, as leaders in the AIA’s Young Architects Forum, we led the launch of the Practice Innovation Laband hosted a symposium that imagined new architectural practice models. At that time, we already felt that practice innovation was overdue in a profession that has not seen scaled disruption to its business model in over a century. Today, we are confident that there has never been a more critical time for the profession to embrace innovation. Redefining Innovation Henley Hall: Institute for Energy Efficiency by KieranTimberlake, Santa Barbara, California | KieranTimberlake’s research expertise creates value beyond a baseline labor model.  Currently, artificial intelligence dominates strategy conversations, but just as we saw back in 2017, larger patterns prompt calls for innovation. Talent attraction is increasingly challenging, disruptive technology continues to emerge, and actors from outside our industry show growing interest in the space. While incremental innovation has long been a part of the profession, relatively few firms have adopted new practices that create value beyond a baseline labor model. Firms such as KieranTimberlake have shown that research expertise can do this. MASS Design has pioneered a mission-driven approach. BIG has taken on the role of architect-as-developer. Snøhetta houses a product design division. We could continue to list great firms that have pushed the boundaries of practice, but they represent exceptions that have yet to be recognized as new standards. Indeed, the confluence of those factors that led to the original PIL continues to make the case that the time for scaled innovation is now. A Melting Iceberg: Incremental Changes Depleting the Profession Powerhouse Telemark by Snøhetta, Vestfold og Telemark, Norway | Photo by Ivar Kvaal | Snøhetta houses a product design division, innovatively presenting a alternative business model for firms.  One of the dangers of operating in a slow-moving industry is that change is difficult to detect and even more challenging to comprehend. If an iceberg loses 1% of mass per year, it’s tough to take notice, but the end result is catastrophic. This is what is happening to our profession. For newcomers, if it feels like there are increasingly more attractive opportunities elsewhere, that’s because there are. For seasoned professionals, if it feels like it’s become more challenging to maintain the same levels of prosperity, that’s because it has. LessTalent In some ways, the shift towards companies recognizing “talent” as their most excellent resource has bewildered architects: we have always relied on talent. However, the patterns of talent leaving our profession are concerning. We say “feel” because there is no significant data. We spoke to Kendall A. Nicholson, Senior Director of Research at the Association of Collegiate Schools of Architecture, who confirmed that aggregated data on graduate placement does not exist. So we inquired about what placement looks like at several programs around the country. Omar Khan, Head of the Carnegie Mellon University School of Architecture, informed us that approximately 90% of students pursue a minor to expand their horizons, and that in 2022, nearly one in three graduates entered the tech sector. Khan stated that these opportunities aren’t just student-driven — large innovative companies increasingly seek the value that graduates of architecture schools will provide. This increasing difficulty in capturing the talent that architecture schools are producing results in a shrinking and diluted talent pool. For a profession so reliant on human resources, this presents extreme risk. Pay Gaps In an increasingly expensive world, we are not able to compete for the best talent with emerging industries. It’s easy to understand why a popular career pivot for architects has become UX design. Designing user experience for websites pays significantly better than designing the same for the built environment. According to Glassdoor, 2023 entry-level UX designers earned an average of K, while the AIA salary calculator suggests architecture grads can expect to earn an average of K. The talent we do attract into the profession often loses interest when they experience low pay and long hours, all while most firms lack clear paths and criteria for advancement or compensation increases. A Smaller Piece of the Pie Examining data in isolation, one might conclude that the profession continues to grow; the number of architects has increased substantially over the last century, and this trend has persisted in recent years. The problem with this growth is that the estimated share of the US GDP for Architectural Services has shrunk over time. This is not a manageable number to measure before 1999, when NCARB first aggregated local jurisdictional data. Due to limitations in industry economic data, we’re only showing data since 2011 for the purposes of this article. In that time, the number of architects has grown, the market size for services has grown, but the share those services represent as a portion of the US GDP has declined — by 15% if we use US Census data to almost 30% if we use industry research data. To put it another way, architecture is a stagnant industry with a shrinking share of the economy. It’s challenging to examine this data and emerge feeling confident about the profession, but there is a silver lining. The biggest impediment to innovation for architects is not a lack of talent, but rather the business model. Design thinking has been widely adopted throughout the world as a key component of innovation processes; however, the problem is that we operate in the realm of professional services, which inherently is not well-suited to promoting innovation. Reliance on that formula is causing our iceberg to melt. The Tsunami: The AI Tidal Wave is Here The Rwanda Institute for Conservation Agriculture by MASS Design Group, Rwanda | MASS Design has pioneered a mission-driven approach that creates value beyond a baseline labor model.  As we confront the exodus of talent, it is easy for both firm owners and clients to imagine AI bringing efficiencies and replacing “CAD-monkeys” with machines. However, any firm that wants to operate — and win — as anything more than a low-cost provider will need a strategy to increase value, not just cut costs. AI is merely part of the toolbox required to confront a perfect storm of forces. Jobs will Disappear Goldman Sachs predicts that as much as 37% of our industry tasks will be replaced by AI. Many see this as a pathway to lower costs and increased profits. However, that is short-sighted. Markets will adjust quickly and demand lower costs for services; additional new value will need to be articulated and proven, and this will only happen through innovation. New Jobs will EmergeAI prophets often emphasize that technological innovation has historically led to net employment gains. Previous World Economic Forum estimates predicted losses of up to 85 million existing jobs worldwide, with parallel gains of as many as 97 million new jobs. However, these estimates were revised in the WEF 2023 Economic Outlook, which now anticipates a net loss of 14 million jobs. This stark outlook signals an even greater need for architects to become more innovative. The 2024 RIBA AI Report indicates that 41% of architecture firms were already utilizing AI, though current tools are indeed just the beginning. Marketing, business development and content creation will be standard areas of AI deployment moving forward. Still, revolutionary changes will come in how we learn, not only to use new tools, but also to collaborate with digital agents. How will this happen? We can theorize, but it is not possible to know for sure until it arrives, so we need to have a plan before we can see the tidal wave from land. The Alien Invasion: Outsiders Are Entering Our Orbit VIA 57 West by BIG – Bjarke Ingels Group, New York City, New York | BIG has pioneered a new model for practice by taking on the role of architect-as-developer. For years, we’ve heard cries that “architects gave away the role of master builder.” But how much did architects actually give, and how much was taken by innovative competition? This distinction is critical because the wagons are circling, and the AEC space has become ever more attractive to investors. Venture Capital and Private Equity Investment The numbers are often difficult to parse because architecture can impact so many verticals and does not operate as its own sector in the investment realm; however, the trends suggest a groundswell is underway. A 2023 McKinsey report shows that construction tech deals nearly doubled from 2019 to 2022, growing by 85%. At the same period, the number of deals increased by 30%, indicating that interest continues to grow. An increasing size of deals also suggests a maturity of the market. As interest in infrastructure investments has declined from its high in 2020, and along with real estate, has been blunted by high interest rates, institutional investors continue to see opportunities in the AEC space. Firm Acquisitions AEC firms that deliver predictable returns have proven to be attractive targets for PE firms. In the second quarter of 2024, private equity firms accounted for over one-third of AEC firm mergers and acquisitions. For M&A deals, the industry has seen an increase in attractiveness with expanded infrastructure spending as a catalyst. However, this interest can also be tied to the lack of innovation that has resulted in an industry ripe for consolidation. M&A orchestrators generate large amounts of profit by streamlining operations, eliminating redundancies, and then stamping out competition. An entire community has been built around this, with AEC Advisors hosting an annual “Private Equity Summit” that brings together CEOs of AEC firms with PE investors. Startups As an extension of the growing interest from venture capital in the space, there is an upward trend in the AEC space being targeted for disruption by entrepreneurs who see an industry that represents a significant portion of the global GDP. AEC Works, a project of e-verse that catalogs AEC startups and investors, lists nearly 800 startups from around the world, with almost 200 identified as “architecture-focused.” The signal is clear: startups are looking to figure out how to do what you do cheaper, better, or perhaps both. Combining this environment with depleted talent pools, a declining share of GDP, and revolutionary technology, it is a correct response to be alarmed. Significant change is inevitable. It is time for architects to see the same opportunities that investors and entrepreneurs see, and learn to navigate within these spaces. The Great Opportunity Throughout history, new actors have enjoyed a “leap-frog” effect and been able to surpass established incumbents to reshape industries, markets and economies. From climate change to pandemic ripple effects, to the housing crisis, to generational shifts in the workforce, there are many forces that directly impact the work of architects and call for innovation. The need for new ways of designing and delivering different components of the built environment is ever-present and will be solved by teams that either include — and might be led by — architects, or those that do not. Most end users will only care if the resulting product is superior. This time of tension is indeed a time of great opportunity. Architects who embrace innovation in pursuing new iterations of our dated business models may actually achieve what many of us have dreamed of from the start: to leave a positive mark on the world. We think the future of the profession depends on it. Top image: Powerhouse Telemark by Snøhetta, Vestfold og Telemark, Norway The post Architects, Your Real Competition Isn’t AI — It’s Business Complacency appeared first on Journal. #architects #your #real #competition #isnt
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    Architects, Your Real Competition Isn’t AI — It’s Business Complacency
    Larry Fabbroni is an architect, strategic advisor, and Chief Innovation Officer for Practice of Architecture. Throughout his career, he has led efforts to reform studio culture and innovate practice. He earned his MBA from the University of Chicago’s Booth School of Business. In 2017, as leaders in the AIA’s Young Architects Forum (YAF), we led the launch of the Practice Innovation Lab (PIL) and hosted a symposium that imagined new architectural practice models. At that time, we already felt that practice innovation was overdue in a profession that has not seen scaled disruption to its business model in over a century. Today, we are confident that there has never been a more critical time for the profession to embrace innovation. Redefining Innovation Henley Hall: Institute for Energy Efficiency by KieranTimberlake, Santa Barbara, California | KieranTimberlake’s research expertise creates value beyond a baseline labor model.  Currently, artificial intelligence dominates strategy conversations, but just as we saw back in 2017, larger patterns prompt calls for innovation. Talent attraction is increasingly challenging, disruptive technology continues to emerge, and actors from outside our industry show growing interest in the space. While incremental innovation has long been a part of the profession, relatively few firms have adopted new practices that create value beyond a baseline labor model. Firms such as KieranTimberlake have shown that research expertise can do this. MASS Design has pioneered a mission-driven approach. BIG has taken on the role of architect-as-developer. Snøhetta houses a product design division. We could continue to list great firms that have pushed the boundaries of practice, but they represent exceptions that have yet to be recognized as new standards. Indeed, the confluence of those factors that led to the original PIL continues to make the case that the time for scaled innovation is now. A Melting Iceberg: Incremental Changes Depleting the Profession Powerhouse Telemark by Snøhetta, Vestfold og Telemark, Norway | Photo by Ivar Kvaal | Snøhetta houses a product design division, innovatively presenting a alternative business model for firms.  One of the dangers of operating in a slow-moving industry is that change is difficult to detect and even more challenging to comprehend. If an iceberg loses 1% of mass per year, it’s tough to take notice, but the end result is catastrophic. This is what is happening to our profession. For newcomers, if it feels like there are increasingly more attractive opportunities elsewhere, that’s because there are. For seasoned professionals, if it feels like it’s become more challenging to maintain the same levels of prosperity, that’s because it has. Less(er) Talent In some ways, the shift towards companies recognizing “talent” as their most excellent resource has bewildered architects: we have always relied on talent. However, the patterns of talent leaving our profession are concerning. We say “feel” because there is no significant data. We spoke to Kendall A. Nicholson, Senior Director of Research at the Association of Collegiate Schools of Architecture (ACSA), who confirmed that aggregated data on graduate placement does not exist. So we inquired about what placement looks like at several programs around the country. Omar Khan, Head of the Carnegie Mellon University School of Architecture, informed us that approximately 90% of students pursue a minor to expand their horizons, and that in 2022, nearly one in three graduates entered the tech sector. Khan stated that these opportunities aren’t just student-driven — large innovative companies increasingly seek the value that graduates of architecture schools will provide. This increasing difficulty in capturing the talent that architecture schools are producing results in a shrinking and diluted talent pool. For a profession so reliant on human resources, this presents extreme risk. Pay Gaps In an increasingly expensive world, we are not able to compete for the best talent with emerging industries. It’s easy to understand why a popular career pivot for architects has become UX design. Designing user experience for websites pays significantly better than designing the same for the built environment. According to Glassdoor, 2023 entry-level UX designers earned an average of $78K, while the AIA salary calculator suggests architecture grads can expect to earn an average of $59 K. The talent we do attract into the profession often loses interest when they experience low pay and long hours, all while most firms lack clear paths and criteria for advancement or compensation increases. A Smaller Piece of the Pie Examining data in isolation, one might conclude that the profession continues to grow; the number of architects has increased substantially over the last century, and this trend has persisted in recent years. The problem with this growth is that the estimated share of the US GDP for Architectural Services has shrunk over time. This is not a manageable number to measure before 1999, when NCARB first aggregated local jurisdictional data. Due to limitations in industry economic data, we’re only showing data since 2011 for the purposes of this article. In that time, the number of architects has grown, the market size for services has grown, but the share those services represent as a portion of the US GDP has declined — by 15% if we use US Census data to almost 30% if we use industry research data (we used IbisWorld.com, however we found data that suggested a worse and others that offered a slightly better picture). To put it another way, architecture is a stagnant industry with a shrinking share of the economy. It’s challenging to examine this data and emerge feeling confident about the profession, but there is a silver lining. The biggest impediment to innovation for architects is not a lack of talent, but rather the business model. Design thinking has been widely adopted throughout the world as a key component of innovation processes; however, the problem is that we operate in the realm of professional services, which inherently is not well-suited to promoting innovation. Reliance on that formula is causing our iceberg to melt. The Tsunami: The AI Tidal Wave is Here The Rwanda Institute for Conservation Agriculture by MASS Design Group, Rwanda | MASS Design has pioneered a mission-driven approach that creates value beyond a baseline labor model.  As we confront the exodus of talent, it is easy for both firm owners and clients to imagine AI bringing efficiencies and replacing “CAD-monkeys” with machines. However, any firm that wants to operate — and win — as anything more than a low-cost provider will need a strategy to increase value, not just cut costs. AI is merely part of the toolbox required to confront a perfect storm of forces. Jobs will Disappear Goldman Sachs predicts that as much as 37% of our industry tasks will be replaced by AI. Many see this as a pathway to lower costs and increased profits. However, that is short-sighted. Markets will adjust quickly and demand lower costs for services; additional new value will need to be articulated and proven, and this will only happen through innovation. New Jobs will Emerge (but fewer of them) AI prophets often emphasize that technological innovation has historically led to net employment gains. Previous World Economic Forum estimates predicted losses of up to 85 million existing jobs worldwide, with parallel gains of as many as 97 million new jobs. However, these estimates were revised in the WEF 2023 Economic Outlook, which now anticipates a net loss of 14 million jobs. This stark outlook signals an even greater need for architects to become more innovative. The 2024 RIBA AI Report indicates that 41% of architecture firms were already utilizing AI, though current tools are indeed just the beginning. Marketing, business development and content creation will be standard areas of AI deployment moving forward. Still, revolutionary changes will come in how we learn, not only to use new tools, but also to collaborate with digital agents. How will this happen? We can theorize, but it is not possible to know for sure until it arrives, so we need to have a plan before we can see the tidal wave from land. The Alien Invasion: Outsiders Are Entering Our Orbit VIA 57 West by BIG – Bjarke Ingels Group, New York City, New York | BIG has pioneered a new model for practice by taking on the role of architect-as-developer. For years, we’ve heard cries that “architects gave away the role of master builder.” But how much did architects actually give, and how much was taken by innovative competition? This distinction is critical because the wagons are circling, and the AEC space has become ever more attractive to investors. Venture Capital and Private Equity Investment The numbers are often difficult to parse because architecture can impact so many verticals and does not operate as its own sector in the investment realm; however, the trends suggest a groundswell is underway. A 2023 McKinsey report shows that construction tech deals nearly doubled from 2019 to 2022, growing by 85%. At the same period, the number of deals increased by 30%, indicating that interest continues to grow. An increasing size of deals also suggests a maturity of the market. As interest in infrastructure investments has declined from its high in 2020, and along with real estate, has been blunted by high interest rates, institutional investors continue to see opportunities in the AEC space. Firm Acquisitions AEC firms that deliver predictable returns have proven to be attractive targets for PE firms. In the second quarter of 2024, private equity firms accounted for over one-third of AEC firm mergers and acquisitions. For M&A deals, the industry has seen an increase in attractiveness with expanded infrastructure spending as a catalyst. However, this interest can also be tied to the lack of innovation that has resulted in an industry ripe for consolidation. M&A orchestrators generate large amounts of profit by streamlining operations, eliminating redundancies, and then stamping out competition. An entire community has been built around this, with AEC Advisors hosting an annual “Private Equity Summit” that brings together CEOs of AEC firms with PE investors. Startups As an extension of the growing interest from venture capital in the space, there is an upward trend in the AEC space being targeted for disruption by entrepreneurs who see an industry that represents a significant portion of the global GDP. AEC Works, a project of e-verse that catalogs AEC startups and investors, lists nearly 800 startups from around the world, with almost 200 identified as “architecture-focused.” The signal is clear: startups are looking to figure out how to do what you do cheaper, better, or perhaps both. Combining this environment with depleted talent pools, a declining share of GDP, and revolutionary technology, it is a correct response to be alarmed. Significant change is inevitable. It is time for architects to see the same opportunities that investors and entrepreneurs see, and learn to navigate within these spaces. The Great Opportunity Throughout history, new actors have enjoyed a “leap-frog” effect and been able to surpass established incumbents to reshape industries, markets and economies. From climate change to pandemic ripple effects, to the housing crisis, to generational shifts in the workforce, there are many forces that directly impact the work of architects and call for innovation. The need for new ways of designing and delivering different components of the built environment is ever-present and will be solved by teams that either include — and might be led by — architects, or those that do not. Most end users will only care if the resulting product is superior. This time of tension is indeed a time of great opportunity. Architects who embrace innovation in pursuing new iterations of our dated business models may actually achieve what many of us have dreamed of from the start: to leave a positive mark on the world. We think the future of the profession depends on it. Top image: Powerhouse Telemark by Snøhetta, Vestfold og Telemark, Norway The post Architects, Your Real Competition Isn’t AI — It’s Business Complacency appeared first on Journal.
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  • The Longevity Lessons: Johnson Banks (est. 1992)

    5 June, 2025

    In this series, Clare Dowdy speaks with design studios that are 30+ years old, to find out some of the secrets behind their longevity.

    Michael Johnson set up his London-based brand consultancy Johnson Banks in 1992. From Duolingo to Pink Floyd, Cancer Research UK to the Royal Astronomical Society, the studio works with “people who want to do big things.”
    He sat down with Clare Dowdy to discuss what he’s learned over the past 33 years.
    Michael Johnson
    How did Johnson Banks come about?
    My 20s were very turbulent: eight jobs in eight years, a lot of different countries, different cities, learning on the job. My last job – at Smith & Milton – was relatively settled, I was kind of running a corporate design department.
    I had a client there, Tom Banks. After I left, he also left his role at Legal & General with the projects I had been working on, and we used that as a basis for the company.
    That was 1992, the back end of a recession. For a couple of years, everything was fine. Then we started having “creative differences.” And the pressures of running a tiny design company are substantial. So we parted ways in 1995, but I kept the name.
    Johnson Banks’ symbol for the V&A’s William Morris show
    At that time, we weren’t really in the branding world. For a decade, we were very distracted by getting on the graphic design map, trying to win D&AD awards, doing lovely stamp projects.
    And then we started to get some cultural projects: the V&A and the British Council. I started to think, OK, now we’re beginning to show what we can do.
    When and why did you start thinking seriously about your strategy offering?
    When we started to get into the branding arena, I knew we were underpowered in terms of the strategic thinking.
    I may have thought that I could do it, but it takes a bit to persuade clients when you’re 35, with hair almost down to your knees. If you’re up against important-looking people who can field a few grey hairs, you’re going to lose that pitch.
    So we partnered with strategic companies like management consultancy Circus, and followed that model for much of the 2000s. That led to the Shelter rebrand, and a few other quite big branding projects followed.
    Johnson Banks’ visual identity for Shelter
    Eventually we realised that we could do the strategy ourselves. I had sometimes been a little frustrated by the work that my strategic partners – naming no names – were doing.
    It sounds a bit mean, but sometimes I would get this 90-page PowerPoint document from them, and I’d put it on my designers’ desks, and their faces would go blank.
    I think that 20 years ago, there was still a bit of the idea that you’ve paid £100,000, so here’s your huge document.
    We slowly realised that if we were in control of the process, and were involved all the way through, then that jump out of the verbal brand to the visual brand could be much better managed.
    How did you rethink your strategy offer?
    The penny dropped in the mid-2000s when we worked with The Children.
    At the time, and I don’t think they’d mind me saying this, The Children were a bit of a basket case. They were associated with WI fairs and cake baking, and they had a royal as their patron – they were nothing like what they are now.
    I realised we needed to work out what they stood for before we did any design.
    I did this huge chart, and stuck it on a wall at the client’s office. And I said, it strikes me that there are strategic choices that you have got to make as a comms team about where you want to take the the Children brand.
    Johnson Banks’ poster for the Children
    That was an incredibly productive meeting, and also it helped us realise that before we got anywhere near the design, we needed to sort this out. I know that sounds like really basic stuff now.
    I didn’t trust my instinct for a decade or so, but in that the Children meeting, a light bulb went on for me.
    Once you’d worked out how to do strategy in-house why didn’t you scale up?
    A lot of companies would have done that. That’s how companies grow, and can end up quite quickly at 60 people.
    We have nearly always been around six to eight people. Because I could bridge that gap between the verbal and the visual, it meant we didn’t need to add people.
    And I’ve discovered over the last 25 years, that with a really good account director, Katherine Heaton, and me, and a design team, there is a heck of a lot that we can do.
    So we stayed small and partnered with filmmakers, animators, cultural specialists. Post-pandemic, a lot of people have adopted that hub and spoke model – we did it 20 years ago.
    Probably twice a year we’ll lose a pitch because of our scale. But conversely, with some clients you can sell in the fact that they’ll always deal with Michael Johnson. They’re not going to be handed down the chain, because there is no chain.
    Johnson Banks’ logos for Jodrell Bank
    Alongside this direct contact with you, what’s your main selling point?
    It seems to be that we think pretty hard about stuff. We almost never jump into design. A lot of thought goes into what we do, sometimes way too much.
    Sometimes our projects are incredibly difficult, gargantuan, intertwined and really hard to unpick. That’s a slightly poisoned chalice, because then people go, gosh, well, if they could unpick that, then they could unpick our Gordian knot.
    For example, we’re working on a major London university brand at the moment that has over 60,000 staff and students, 11 faculties, and hundreds of centres and institutes and departments, and we’re trying to navigate a way through.
    How did you work out what you wanted to specialise in?
    Sometimes you can get sucked into something that you just don’t want to be doing.
    By the end of the 1990s, Johnson Banks had got a reputation for doing annual reports. Part of me quite liked doing them because there was an interplay between words and pictures. And we were getting senior level access to clients, which makes you feel a bit better, because you’re having an interface with chief executives.
    But then I was thinking, hang on, we’re in danger of getting stuck here, because of course, they’re cyclical. And the death of the annual report – and the death of print – was coming over the horizon, with the internet.
    Johnson Banks’ Annual Report for PolygramSince then, my interests have changed. I do not have any interest any more in doing awful blue chips or terrible fintechs. I want to apply all the comms and the branding that I’ve learned to people who could really use it – not-for-profit, culture, education, philanthropy. You know, doing good.
    How did you build up this not-for-profit work?
    You lean into the referrals you’ll inevitably get within silos where you want to be referred.
    I learned this from Mary Lewis of Lewis Moberly. We were pretty close in the 1990s and she always said that referral business is the best business.
    Over 85% of our clients are not-for-profit – most design companies have a 20-80 split between non-profits and commercial clients. I never liked that ratio, what you might cruelly call ‘the Robin Hood principle’ – we are going to steal from our luxury car account and give to the charity.
    We did do a bit of that for a while. We did an airline in 2009/10 at the same time we were doing charities. I would justify that with the Robin Hood principle, but I just felt more and more uncomfortable with that.
    Johnson Banks’ campaign visuals for Cancer Research UK
    As our percentages went up and up in not-for-profit, eventually I said, look, we should just tell people this is who we are, and this is what we do. It was obvious anyway, so let’s be explicit about it.
    A few people said we were crazy, that we’d never get any work. But the reverse has been the case. We’re on our sixth environmental project. If you say this is what we want to do, and this is what we will do for you, then I think, funnily enough, clients find that very helpful.
    How did you build up to bigger projects?
    Let’s take education. We’ve done three or four really interesting campaigns for universities and now we’re in the position where we can do university rebrands, and have won a top 10 global university. But it has taken 15 years of education work to get to that point.
    I may not have thought that it would take quite so long to persuade people that we could do their identity. But education is a very conservative sector, and moves slowly, like museums and galleries.
    If you’re small, you can afford for a sector to move slowly, whereas bigger agencies need a pipeline. I’ve watched dozens of companies get to this critical point where they’ve grown and grown and then they’ve just fallen off the cliff because they’ve been feeding the monster.
    To help with that, agencies often add a new business person. No-one ever talks about this, but a new business person costs around £50,000.
    The rule of thumb, in my world at least, is that you have to take that salary and triple it with turnover to pay that salary. So you need £150,000 worth of projects to pay for the new business person before you’ve made a penny.
    So to make a profit, the new business person has to bring in over £200,000 of work. And if this person can do it, which is not guaranteed, then the company has to scale. It’s so easy to get caught on a treadmill.
    What else has helped you stay in business so long?
    We’ve always led with the thought behind the idea, not the way it looked. Because I was always much more interested in the idea behind something, I think that has helped us not get sucked into the visual, to use the type face du jour, the colour that everyone else is using.
    And it’s understandable, because graphic designers want to do stuff that their peers really like. But paradoxically the trick, in my opinion, is to try and zag away from the trends. Create a new trend yourself.
    Johnson Banks’ globe symbol for the COP 26 climate conference

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    Neville Brody on clients, education, and his unexpected OBE

    Graphic Design
    30 Jan, 2025
    #longevity #lessons #johnson #banks #est
    The Longevity Lessons: Johnson Banks (est. 1992)
    5 June, 2025 In this series, Clare Dowdy speaks with design studios that are 30+ years old, to find out some of the secrets behind their longevity. Michael Johnson set up his London-based brand consultancy Johnson Banks in 1992. From Duolingo to Pink Floyd, Cancer Research UK to the Royal Astronomical Society, the studio works with “people who want to do big things.” He sat down with Clare Dowdy to discuss what he’s learned over the past 33 years. Michael Johnson How did Johnson Banks come about? My 20s were very turbulent: eight jobs in eight years, a lot of different countries, different cities, learning on the job. My last job – at Smith & Milton – was relatively settled, I was kind of running a corporate design department. I had a client there, Tom Banks. After I left, he also left his role at Legal & General with the projects I had been working on, and we used that as a basis for the company. That was 1992, the back end of a recession. For a couple of years, everything was fine. Then we started having “creative differences.” And the pressures of running a tiny design company are substantial. So we parted ways in 1995, but I kept the name. Johnson Banks’ symbol for the V&A’s William Morris show At that time, we weren’t really in the branding world. For a decade, we were very distracted by getting on the graphic design map, trying to win D&AD awards, doing lovely stamp projects. And then we started to get some cultural projects: the V&A and the British Council. I started to think, OK, now we’re beginning to show what we can do. When and why did you start thinking seriously about your strategy offering? When we started to get into the branding arena, I knew we were underpowered in terms of the strategic thinking. I may have thought that I could do it, but it takes a bit to persuade clients when you’re 35, with hair almost down to your knees. If you’re up against important-looking people who can field a few grey hairs, you’re going to lose that pitch. So we partnered with strategic companies like management consultancy Circus, and followed that model for much of the 2000s. That led to the Shelter rebrand, and a few other quite big branding projects followed. Johnson Banks’ visual identity for Shelter Eventually we realised that we could do the strategy ourselves. I had sometimes been a little frustrated by the work that my strategic partners – naming no names – were doing. It sounds a bit mean, but sometimes I would get this 90-page PowerPoint document from them, and I’d put it on my designers’ desks, and their faces would go blank. I think that 20 years ago, there was still a bit of the idea that you’ve paid £100,000, so here’s your huge document. We slowly realised that if we were in control of the process, and were involved all the way through, then that jump out of the verbal brand to the visual brand could be much better managed. How did you rethink your strategy offer? The penny dropped in the mid-2000s when we worked with The Children. At the time, and I don’t think they’d mind me saying this, The Children were a bit of a basket case. They were associated with WI fairs and cake baking, and they had a royal as their patron – they were nothing like what they are now. I realised we needed to work out what they stood for before we did any design. I did this huge chart, and stuck it on a wall at the client’s office. And I said, it strikes me that there are strategic choices that you have got to make as a comms team about where you want to take the the Children brand. Johnson Banks’ poster for the Children That was an incredibly productive meeting, and also it helped us realise that before we got anywhere near the design, we needed to sort this out. I know that sounds like really basic stuff now. I didn’t trust my instinct for a decade or so, but in that the Children meeting, a light bulb went on for me. Once you’d worked out how to do strategy in-house why didn’t you scale up? A lot of companies would have done that. That’s how companies grow, and can end up quite quickly at 60 people. We have nearly always been around six to eight people. Because I could bridge that gap between the verbal and the visual, it meant we didn’t need to add people. And I’ve discovered over the last 25 years, that with a really good account director, Katherine Heaton, and me, and a design team, there is a heck of a lot that we can do. So we stayed small and partnered with filmmakers, animators, cultural specialists. Post-pandemic, a lot of people have adopted that hub and spoke model – we did it 20 years ago. Probably twice a year we’ll lose a pitch because of our scale. But conversely, with some clients you can sell in the fact that they’ll always deal with Michael Johnson. They’re not going to be handed down the chain, because there is no chain. Johnson Banks’ logos for Jodrell Bank Alongside this direct contact with you, what’s your main selling point? It seems to be that we think pretty hard about stuff. We almost never jump into design. A lot of thought goes into what we do, sometimes way too much. Sometimes our projects are incredibly difficult, gargantuan, intertwined and really hard to unpick. That’s a slightly poisoned chalice, because then people go, gosh, well, if they could unpick that, then they could unpick our Gordian knot. For example, we’re working on a major London university brand at the moment that has over 60,000 staff and students, 11 faculties, and hundreds of centres and institutes and departments, and we’re trying to navigate a way through. How did you work out what you wanted to specialise in? Sometimes you can get sucked into something that you just don’t want to be doing. By the end of the 1990s, Johnson Banks had got a reputation for doing annual reports. Part of me quite liked doing them because there was an interplay between words and pictures. And we were getting senior level access to clients, which makes you feel a bit better, because you’re having an interface with chief executives. But then I was thinking, hang on, we’re in danger of getting stuck here, because of course, they’re cyclical. And the death of the annual report – and the death of print – was coming over the horizon, with the internet. Johnson Banks’ Annual Report for PolygramSince then, my interests have changed. I do not have any interest any more in doing awful blue chips or terrible fintechs. I want to apply all the comms and the branding that I’ve learned to people who could really use it – not-for-profit, culture, education, philanthropy. You know, doing good. How did you build up this not-for-profit work? You lean into the referrals you’ll inevitably get within silos where you want to be referred. I learned this from Mary Lewis of Lewis Moberly. We were pretty close in the 1990s and she always said that referral business is the best business. Over 85% of our clients are not-for-profit – most design companies have a 20-80 split between non-profits and commercial clients. I never liked that ratio, what you might cruelly call ‘the Robin Hood principle’ – we are going to steal from our luxury car account and give to the charity. We did do a bit of that for a while. We did an airline in 2009/10 at the same time we were doing charities. I would justify that with the Robin Hood principle, but I just felt more and more uncomfortable with that. Johnson Banks’ campaign visuals for Cancer Research UK As our percentages went up and up in not-for-profit, eventually I said, look, we should just tell people this is who we are, and this is what we do. It was obvious anyway, so let’s be explicit about it. A few people said we were crazy, that we’d never get any work. But the reverse has been the case. We’re on our sixth environmental project. If you say this is what we want to do, and this is what we will do for you, then I think, funnily enough, clients find that very helpful. How did you build up to bigger projects? Let’s take education. We’ve done three or four really interesting campaigns for universities and now we’re in the position where we can do university rebrands, and have won a top 10 global university. But it has taken 15 years of education work to get to that point. I may not have thought that it would take quite so long to persuade people that we could do their identity. But education is a very conservative sector, and moves slowly, like museums and galleries. If you’re small, you can afford for a sector to move slowly, whereas bigger agencies need a pipeline. I’ve watched dozens of companies get to this critical point where they’ve grown and grown and then they’ve just fallen off the cliff because they’ve been feeding the monster. To help with that, agencies often add a new business person. No-one ever talks about this, but a new business person costs around £50,000. The rule of thumb, in my world at least, is that you have to take that salary and triple it with turnover to pay that salary. So you need £150,000 worth of projects to pay for the new business person before you’ve made a penny. So to make a profit, the new business person has to bring in over £200,000 of work. And if this person can do it, which is not guaranteed, then the company has to scale. It’s so easy to get caught on a treadmill. What else has helped you stay in business so long? We’ve always led with the thought behind the idea, not the way it looked. Because I was always much more interested in the idea behind something, I think that has helped us not get sucked into the visual, to use the type face du jour, the colour that everyone else is using. And it’s understandable, because graphic designers want to do stuff that their peers really like. But paradoxically the trick, in my opinion, is to try and zag away from the trends. Create a new trend yourself. Johnson Banks’ globe symbol for the COP 26 climate conference Design disciplines in this article Industries in this article Brands in this article What to read next Neville Brody on clients, education, and his unexpected OBE Graphic Design 30 Jan, 2025 #longevity #lessons #johnson #banks #est
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    The Longevity Lessons: Johnson Banks (est. 1992)
    5 June, 2025 In this series, Clare Dowdy speaks with design studios that are 30+ years old, to find out some of the secrets behind their longevity. Michael Johnson set up his London-based brand consultancy Johnson Banks in 1992. From Duolingo to Pink Floyd, Cancer Research UK to the Royal Astronomical Society, the studio works with “people who want to do big things.” He sat down with Clare Dowdy to discuss what he’s learned over the past 33 years. Michael Johnson How did Johnson Banks come about? My 20s were very turbulent: eight jobs in eight years, a lot of different countries, different cities, learning on the job. My last job – at Smith & Milton – was relatively settled, I was kind of running a corporate design department. I had a client there, Tom Banks. After I left, he also left his role at Legal & General with the projects I had been working on, and we used that as a basis for the company. That was 1992, the back end of a recession. For a couple of years, everything was fine. Then we started having “creative differences.” And the pressures of running a tiny design company are substantial. So we parted ways in 1995, but I kept the name. Johnson Banks’ symbol for the V&A’s William Morris show At that time, we weren’t really in the branding world. For a decade, we were very distracted by getting on the graphic design map, trying to win D&AD awards, doing lovely stamp projects. And then we started to get some cultural projects: the V&A and the British Council. I started to think, OK, now we’re beginning to show what we can do. When and why did you start thinking seriously about your strategy offering? When we started to get into the branding arena, I knew we were underpowered in terms of the strategic thinking. I may have thought that I could do it, but it takes a bit to persuade clients when you’re 35, with hair almost down to your knees. If you’re up against important-looking people who can field a few grey hairs, you’re going to lose that pitch. So we partnered with strategic companies like management consultancy Circus, and followed that model for much of the 2000s. That led to the Shelter rebrand, and a few other quite big branding projects followed. Johnson Banks’ visual identity for Shelter Eventually we realised that we could do the strategy ourselves. I had sometimes been a little frustrated by the work that my strategic partners – naming no names – were doing. It sounds a bit mean, but sometimes I would get this 90-page PowerPoint document from them, and I’d put it on my designers’ desks, and their faces would go blank. I think that 20 years ago, there was still a bit of the idea that you’ve paid £100,000, so here’s your huge document. We slowly realised that if we were in control of the process, and were involved all the way through, then that jump out of the verbal brand to the visual brand could be much better managed. How did you rethink your strategy offer? The penny dropped in the mid-2000s when we worked with Save The Children. At the time, and I don’t think they’d mind me saying this, Save The Children were a bit of a basket case. They were associated with WI fairs and cake baking, and they had a royal as their patron – they were nothing like what they are now. I realised we needed to work out what they stood for before we did any design. I did this huge chart, and stuck it on a wall at the client’s office. And I said, it strikes me that there are strategic choices that you have got to make as a comms team about where you want to take the Save the Children brand. Johnson Banks’ poster for Save the Children That was an incredibly productive meeting, and also it helped us realise that before we got anywhere near the design, we needed to sort this out. I know that sounds like really basic stuff now. I didn’t trust my instinct for a decade or so, but in that Save the Children meeting, a light bulb went on for me. Once you’d worked out how to do strategy in-house why didn’t you scale up? A lot of companies would have done that. That’s how companies grow, and can end up quite quickly at 60 people. We have nearly always been around six to eight people. Because I could bridge that gap between the verbal and the visual, it meant we didn’t need to add people. And I’ve discovered over the last 25 years, that with a really good account director, Katherine Heaton, and me, and a design team, there is a heck of a lot that we can do. So we stayed small and partnered with filmmakers, animators, cultural specialists. Post-pandemic, a lot of people have adopted that hub and spoke model – we did it 20 years ago. Probably twice a year we’ll lose a pitch because of our scale. But conversely, with some clients you can sell in the fact that they’ll always deal with Michael Johnson. They’re not going to be handed down the chain, because there is no chain. Johnson Banks’ logos for Jodrell Bank Alongside this direct contact with you, what’s your main selling point? It seems to be that we think pretty hard about stuff. We almost never jump into design. A lot of thought goes into what we do, sometimes way too much. Sometimes our projects are incredibly difficult, gargantuan, intertwined and really hard to unpick. That’s a slightly poisoned chalice, because then people go, gosh, well, if they could unpick that, then they could unpick our Gordian knot. For example, we’re working on a major London university brand at the moment that has over 60,000 staff and students, 11 faculties, and hundreds of centres and institutes and departments, and we’re trying to navigate a way through. How did you work out what you wanted to specialise in? Sometimes you can get sucked into something that you just don’t want to be doing. By the end of the 1990s, Johnson Banks had got a reputation for doing annual reports. Part of me quite liked doing them because there was an interplay between words and pictures. And we were getting senior level access to clients, which makes you feel a bit better, because you’re having an interface with chief executives. But then I was thinking, hang on, we’re in danger of getting stuck here, because of course, they’re cyclical. And the death of the annual report – and the death of print – was coming over the horizon, with the internet. Johnson Banks’ Annual Report for Polygram (1995) Since then, my interests have changed. I do not have any interest any more in doing awful blue chips or terrible fintechs. I want to apply all the comms and the branding that I’ve learned to people who could really use it – not-for-profit, culture, education, philanthropy. You know, doing good. How did you build up this not-for-profit work? You lean into the referrals you’ll inevitably get within silos where you want to be referred. I learned this from Mary Lewis of Lewis Moberly. We were pretty close in the 1990s and she always said that referral business is the best business. Over 85% of our clients are not-for-profit – most design companies have a 20-80 split between non-profits and commercial clients. I never liked that ratio, what you might cruelly call ‘the Robin Hood principle’ – we are going to steal from our luxury car account and give to the charity. We did do a bit of that for a while. We did an airline in 2009/10 at the same time we were doing charities. I would justify that with the Robin Hood principle, but I just felt more and more uncomfortable with that. Johnson Banks’ campaign visuals for Cancer Research UK As our percentages went up and up in not-for-profit, eventually I said, look, we should just tell people this is who we are, and this is what we do. It was obvious anyway, so let’s be explicit about it. A few people said we were crazy, that we’d never get any work. But the reverse has been the case. We’re on our sixth environmental project. If you say this is what we want to do, and this is what we will do for you, then I think, funnily enough, clients find that very helpful. How did you build up to bigger projects? Let’s take education. We’ve done three or four really interesting campaigns for universities and now we’re in the position where we can do university rebrands, and have won a top 10 global university. But it has taken 15 years of education work to get to that point. I may not have thought that it would take quite so long to persuade people that we could do their identity. But education is a very conservative sector, and moves slowly, like museums and galleries. If you’re small, you can afford for a sector to move slowly, whereas bigger agencies need a pipeline. I’ve watched dozens of companies get to this critical point where they’ve grown and grown and then they’ve just fallen off the cliff because they’ve been feeding the monster. To help with that, agencies often add a new business person. No-one ever talks about this, but a new business person costs around £50,000. The rule of thumb, in my world at least, is that you have to take that salary and triple it with turnover to pay that salary. So you need £150,000 worth of projects to pay for the new business person before you’ve made a penny. So to make a profit, the new business person has to bring in over £200,000 of work. And if this person can do it, which is not guaranteed, then the company has to scale. It’s so easy to get caught on a treadmill. What else has helped you stay in business so long? We’ve always led with the thought behind the idea, not the way it looked. Because I was always much more interested in the idea behind something, I think that has helped us not get sucked into the visual, to use the type face du jour, the colour that everyone else is using. And it’s understandable, because graphic designers want to do stuff that their peers really like. But paradoxically the trick, in my opinion, is to try and zag away from the trends. Create a new trend yourself. Johnson Banks’ globe symbol for the COP 26 climate conference Design disciplines in this article Industries in this article Brands in this article What to read next Neville Brody on clients, education, and his unexpected OBE Graphic Design 30 Jan, 2025
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