We don’t advise. We operate.

Not a permanent hire

You get senior practice leadership at the level your firm needs – scoped to the engagement, not a fixed seat on your org chart.

A fraction of the cost.
All of the accountability.

Built for design firms

Architecture, interior design, and their collaborators – engineers, landscape architects, specialty consultants.

We understand how these disciplines work, and how they work together.

Operator, not advisor

We attend the right meetings. We work in your systems. We write the SOPs your team will use. We build toward handoff from day one.

We execute. Not just advise.

How engagements begin

Most start with a conversation about where your firm is and where you want to go.

If we’re a good fit, we’ll say so. If we’re not, we’ll say that too – and point you toward who is.

Services

We deliver fractional practice leadership that goes far beyond advice. Whether you need temporary leadership support or targeted strategic planning, we’re here to assist.

Fractional Practice Leadership

Core service • COO or Managing Director level • Typically 90 days – 18 months

Business Development

Process • Relationships • Culture

Operations & PM Systems

Delivery • Utilization • Realization

People & Team Structure

Roles • Retention • Succession

Often paired with

Leadership Coaching

One-on-one

Leaders in transition

Emerging leaders

Leading through uncertainty

Team Alignment

Workshop or Embedded

Right people, right fit

Different generations, same team

Working Genius™ for real team fit

Strategic Planning

Standalone or Embedded

What makes you distinct

Growth with intention

Ownership and leadership continuity

Typical engagement: Scoped to your firm • Retainer or fixed fee • Built for handoff

Not sure where to start?

A Current State Assessment may be the right first step – a focused diagnostic of your firm’s operations, staffing, and financial health, before committing to a longer engagement.

What Is Fractional Leadership?

A ConsultantA fractional leader
Delivers recommendationsDoes the work
Advises from the outsideOperates from the inside
Leaves you to implementBuilds toward handoff from day one
Charges for time and reportsIs accountable for outcomes
Engages for a projectEmbeds for a defined period

Who it’s for

Fractional practice leadership is designed for architecture, interior design, and multidisciplinary design firms that need senior operational leadership but aren’t at the stage where a full-time COO or managing director makes sense.

It’s also the right fit for firms that have tried consultants and found the recommendations didn’t stick — because no one was there to implement them.

Diagonal wooden slats create a geometric pattern against a clear blue sky, with part of the structure in sunlight and part in shadow.
Curved, copper-colored metal rooftops form a wave-like pattern against a clear, light blue sky.

How it works at Braham

Tom has spent more than 30 years inside architecture and design firms — leading studios, managing P&Ls, navigating leadership transitions, and building the operational systems that let design talent do its best work. He has held senior leadership roles at nationally recognized practices and been elevated to Fellowship in the American Institute of Architects.

When Tom engages with your firm, he is not advising from a distance. He is working inside your firm — in your systems, in your meetings, with your people — and building toward the day when your team doesn’t need him anymore.

Schedule a 30-minute diagnostic conversation

We’ll tell you plainly whether fractional leadership is the right fit — and if it isn’t, we’ll say that too.

Featured Engagement

indiana university health
medical center campus

Indianapolis, Indiana

“Tom is a master at aligning disparate viewpoints–in our case, the divide between the design team and the construction manager. An essential for our hyper-fast track project, Tom’s mastery allowed him to focus our team’s collective expertise, effectively addressing open issues and their root cause, driving well informed and timely decisions, and ensuring our first patient-seen target date was achieved. His talents enabled us to maintain our schedule, meet Board approved budget targets, and deliver a magnificent project for the Hoosier State.”

~ Jim Mladucky, Vice-President Indiana University Health

Indiana University health medical center campus image at dusk.
Tom’s Project Leadership Role

Tom served as a fractional leader to Indiana University Health (IUH) Design and Construction (D&C) for the new Indiana University Health Medical Center (IUHMC). His advisory services included leadership across activities ranging from strategic to programmatic in the role of Coach and Fractional Executive.

  • As a coach to the leadership of the Architect of Record, Curis Design, a first-time collaboration between three local Indianapolis firms. With calm, rational wisdom, Tom enabled the design team to increase effectiveness and strengthen alignment with the construction team which was essential given the hyper fast-track project delivery. He helped them enhance processes to mitigate risk for design issue resolution, change management, and value engineering amid unprecedented market conditions.
  • As a Fractional Executive, supporting the Director of D&C and Chief of Staff, he provides oversight for the IUH Medical Center executive architect, including renegotiation of their agreements. His expert advice has expanded to other buildings on campus–including budget alignment for a Clinic Building known as Capitol View. as well as leadership of campus wide programs for art, wayfinding, and experience design. He is a highly trusted advisor to both D&C and Operations executives.

Project Testimonial
“We brought Tom on to coach the design team, and he did it with ease. What we didn’t expect was that he’d end up coaching all of us, too!”

~ Kirk McKie Chief of Staff Indiana University Health Design & Construction

Project Description
The Indiana University Health Medical Center (IUHMC) will be a new, 2.56 million square foot, state-of-the art hospital composed of both inpatient and outpatient clinical programs, along with associated diagnostic, treatment, and other support programs, including 864 acuity adaptable beds 50 operating rooms, and 380 clinic exam rooms. As the centerpiece of a new campus which includes a South Support Building, Central Utility Plant, Capitol View Medical Office Building (CVMOB), and the Indiana University School of Medicine, the IUHMC will advance the highest levels of care in a facility that embodies the campus’ guiding principles in its program, design, and construction.

Team

Thomas Braham, Founder

During his time at Gensler, Tom successfully led a variety of studios ranging in size from 20 to 60 people with an eye toward cultivating talent, teams, and culture; improving productivity and financial performance; exploring innovative design and delivery approaches; and building client relationships. With a passion for helping individuals and teams be their best, Tom has led his studios to overcome the most intractable challenges in the design industry such as combating low productivity, harmonizing dysfunctional teams, expanding practices, and turning around poor financial performance.

Throughout his career, Tom successfully led a variety of complex, multi-disciplinary projects, which involved building effective teams, successfully managing performance, and meeting client goals. Over the years, Tom earned a reputation for artfully navigating the industry’s toughest challenges. He became the go-to architect to successfully turn around projects inherited from other design teams that had specific performance challenges and required significant transformation to meet client goals, like the Northwestern Medicine Lake Forest Hospital. Tom also embraced projects that explored innovation in design or delivery, like full volumetric modular guest rooms in the M Social Hotel Sunnyvale. Navigating these challenges, Tom and his teams not only accomplished the given project objectives but also developed a passion for innovative design and delivery.

Through a process of observation, assessment, and analysis, Tom and his collaborators will apply their experience, expertise, and business acumen to help clients effectively overcome similar challenges, co-create solutions with key stakeholders, and transform your practice, large project, or start up.

Podcast Interview on Leadership & Growth

In this episode of The Architect’s Possibility Podcast, Tom shares how his more than 30-year journey from a practicing architect to strategic advisor shaped BRAHAM, Inc.’s distinctive mission: helping mid-sized architecture and design firms achieve design excellence while building sustainable businesses. He reveals how the tension between creative vision and business demands led him to develop practical frameworks that integrate design quality with robust operations. Drawing on real-world examples, Tom breaks down the three pillars of successful firms: a clear strategic vision, data-driven metrics that matter, and a people-centered culture that fosters both innovation and accountability. He shares specific strategies for transparent communication and team engagement that have helped firms transform their practices.

Webinar on Leveraging Cross-Generational Diversity for Success

In this interactive BQE University webinar, Thomas Braham, FAIA, LEED AP BD+C and David Lewis Bradley, AIA, PCC explore how firms can harness an unprecedented workplace dynamic: the convergence of seasoned professionals’ deep industry wisdom with younger employees’ digital fluency. Rather than viewing these generational differences as obstacles, they demonstrate how this diversity creates unique opportunities for innovation and growth. Through facilitated discussion of real-life scenarios, they show how to build communication bridges that transform potential friction points into creative solutions, create mentoring relationships that flow in both directions, and develop specific practices that turn generational diversity into a competitive advantage.

Team

Thomas Braham, Founder

Headshot of Thomas Braham, Founder of BRAHAM, Inc. with a rectangular border.

Thomas Braham, FAIA
Working Genius Facilitator (DE)

Founder & Principal

Collaborators

The best work happens in collaboration. Not only with the client but with partners who have specific expertise needed to solve distinct challenges. The following domain experts have long and trusted relationships with Tom and may be part of the client engagement when beneficial.

Circle cropped photo of Patrick Robey, Financial Consultant with BRAHAM, Inc.

FINANCE

Patrick Robey

Financial Consultant

READ BIO
Photo of Anne Scarlett, LEED AP, Business Development Planning & Communication Training with BRAHAM, Inc.

BUSINESS DEVELOPMENT PLANNING
& COMMUNICATION TRAINING

Anne Scarlett, LEED AP

READ BIO
Circle cropped photo of David Lewis Bradley, AIA, PCC, Executive Coaching with BRAHAM, Inc.

EXECUTIVE COACHING

David Lewis Bradley, AIA, PCC

READ BIO

ARE WE A MATCH?

What We Value

Beyond skill and experience, what matters most is whether we’re good partners. These are the values that guide every engagement. Are we a match? We hope so.

Mission

We seek harmony between process and design — better systems producing better work. We help you think of your firm as another design challenge in need of a design solution, and we bring the operational leadership to see it through.

Core Values

  • We engage in trusting, respectful partnership with each other and our clients, bringing joy and humor to every endeavor.
  • We seek to be curious and ask good questions but actively listen more than we talk.

  • We embrace intelligence and creativity.

  • We act humbly with integrity and gratitude.

Practiced, Not Packaged

I don’t have a deck full of before-and-after metrics. What I have is a set of practices, built from experience, that address the problems that keep firm leaders up at night. Here’s a glimpse of what that looks like in practice.

I include junior team members in client meetings — not as observers, but as participants. When they hear feedback directly, there’s no translation loss, no telephone, and no moment later where someone can’t quite believe the client said what they said. They understand the context, and they get on with the work.

They’re also learning something that can’t be taught in a debrief: how to listen to a client, read a room, and stay useful under pressure.

But the mentorship flows both ways. In a meeting where the senior team — client included — was debating what could or couldn’t be seen from a security desk, it was the youngest person in the room who ended the argument. She pulled up the virtual model, walked over to the security desk, sat down, and simply showed us. Thirty seconds. Done.

The best budget control is a team that knows the plan.

When team members understand how much time is available for a task — not just that there’s a budget — they’re far more likely to meet it. Better still, when they’re empowered to push back, problems surface before the time is spent rather than after. That’s when you can still do something about it.

I take that transparency further into staffing. When the full team can see the staffing plan, they stop being passive recipients of assignments. They notice when a project isn’t ready for them, when they’re underutilized, or when a gap is opening up — and they bring it forward. The leader stops being the only early-warning system.

It’s a straightforward shift: from managing people on a project to managing with them.

Early in every engagement, I hold a brief accounting kickoff alongside the project kickoff — a short conversation with the client’s AP team to learn their invoice submission deadlines, approval routing, and payment cycle. It’s a small step that often eliminates a silent 30-day delay that neither side even knew was happening.

From there, I establish a payment schedule at the outset — not rigid, but visible. Clients rarely hesitate on an invoice they’ve been expecting.

And when an invoice goes out, I follow up promptly to confirm receipt — then again before the due date to catch any questions. A 45-day silence that ends with “we never received it” is avoidable and I do.

The common thread is transparency — with clients, with teams, and with the work itself: the discipline of seeing and hearing clearly what’s really going on. None of this was designed in the abstract. It was worked out over time, in real firms, with real consequences. That’s what makes it reliable.

If any of this sounds familiar, I’d welcome a conversation.

Glass building facade reflecting a colorful sunset sky, with trees and city skyline in the background.
Headshot of Thomas Braham, Founder of BRAHAM, Inc. with a colorful border.

Connect with us

Let’s Start with a Conversation

If you lead an architecture, interior design, or multidisciplinary design firm and you’re wondering whether fractional practice leadership might be the right fit — let’s find out together. We respond to every inquiry personally. If we’re not the right fit, we’ll tell you that too and point you toward someone who is.

Our roots are in Chicago, but BRAHAM, Inc. is based in the Bay Area and we’re open to assignments anywhere.