A humble attitude brought the Charlotte firm work for three decades. Pulling out of the recession called for bolder moves.
By Bradford McKee
In 2014, six years after the Great Recession showed up at LandDesign’s doorsteps, Rhett Crocker, ASLA, was looking to lead the firm out of survival mode. Crocker had just become the firm’s fifth president. He wanted to attract new kinds of clients—national ones with big names—but few seemed to recognize the firm or its work. Even a longtime client, who assumed the firm did work only in Charlotte, North Carolina, where the firm is based, expressed surprise at seeing a major project LandDesign had done “in China or the Caribbean or someplace,” Crocker recalls. “He had no idea of the depth of what we do.”
Before Crocker took the helm, the firm had endured a prolonged period of upsets. In 2007, LandDesign had one of its busiest years. It had grown to 300 people across seven offices, offering a specialized pairing of landscape architecture and civil engineering. Then came the shocks. Brad Davis, the firm’s president at the time, died of cancer. Two weeks later, Dave Taylor, a partner in the Tampa office, died unexpectedly. The firm was still grieving when the global financial crisis began in 2008. As the recession set in, work began to vaporize. In 2009, LandDesign had to slash everything possible for the sake of survival. The head count fell to 63 people. Continue reading Behind LandDesign’s Transformation Into a Powerhouse Firm

