Creating a high-performance future means treating sustainability as both a design outcome and an organizational capability. The approach described in a 2010 interview with architect Jim Nicolow combines distributed expertise, quantitative energy and daylight analysis, integrated water decisions, and resilience thinking. It starts with lower energy and water use, then uses rating systems and individual technologies to support those goals rather than replace them.
What “creating a high-performance future” means
The phrase is not a product specification or a single certification level. In the interview published by Building Enclosure on October 12, 2010, Tom Watts profiled Jim Nicolow, then Director of Sustainability at Lord, Aeck & Sargent. Nicolow described high performance as a way for a design practice to work: build expertise across offices, test decisions with analysis, and pursue whole-building reductions in energy and water use.
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That distinction matters. A building can earn points, install an efficient component, or add a visible green feature without operating as an integrated system. Nicolow’s stated preference was to begin with the natural energy and water cycles, make the largest practical reductions, and allow formal credits to document the result. His advice was aimed at an architectural firm in 2010, not at current codes, certification rules, or today’s staffing and operating practices.
“We have the best success when we focus on the big goals first,” Nicolow said. “How can we harness the natural energy cycle and reduce energy use, how can we harness the natural water cycle and reduce water use? With that approach, you tend to think more holistically and arrive at a more integrated, optimized solution. The points will follow.”
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Why organizational capability comes first
Nicolow described sustainability as something the firm had to develop across its studios, not a specialty assigned to one person at the end of a project. Recruiting and developing people with relevant expertise gave multiple offices the ability to ask performance questions during concept design, when massing, orientation, glazing, shading, and systems relationships were still changeable.
What a distributed capability looks like
- Expertise is available early. Energy, daylight, envelope, and water questions enter the project brief instead of appearing only during documentation or certification review.
- Analysis informs choices. Designers can compare alternatives and explain why one arrangement performs better, rather than selecting a feature because it is familiar or marketable.
- Knowledge travels between projects. A method tested in one studio can become part of the firm’s shared practice when teams document assumptions, results, and lessons.
- Responsibility is shared. The project architect, engineers, sustainability staff, and client can see the same objectives and trade-offs.
For a construction or design team applying this idea, the practical test is simple: identify who owns each performance question before schematic design begins. If no one is responsible for the energy model, daylight review, water strategy, or resilience requirements, those issues are likely to be handled as isolated add-ons.
Use quantitative analysis to guide design
The interview specifically names in-house energy modeling and daylighting analysis as tools for informing decisions. The point is not to produce a model for its own sake. The point is to use a consistent set of assumptions to compare options while changes are still affordable.
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A decision sequence based on the interview’s approach
- Set the questions. Define what the team is trying to improve: annual energy demand, peak solar load, useful daylight, water consumption, or the ability to remain usable during an outage.
- Document the baseline. Record the proposed geometry, orientation, envelope assumptions, schedules, and system concepts before testing alternatives. Without a baseline, a claimed improvement has no reference point.
- Test passive moves first. Compare orientation, massing, glazing distribution, external shading, roof treatment, and natural ventilation opportunities before relying on equipment changes.
- Review energy and daylight together. A glazing change that improves daylight may also increase solar gains. Looking at both analyses helps the team avoid solving one problem by creating another.
- Record the decision. Keep the assumptions, result, and reason for selection in the project record so later value-engineering or construction changes can be evaluated against the original intent.
This workflow is a planning method, not a substitute for the modeling protocols, code compliance, commissioning, or measurement requirements that a current project may have. The 2010 profile does not publish model inputs, software versions, predicted savings, or monitored results.
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Keep LEED in its proper role
Nicolow presented LEED as part of the design process and as a measurement tool, while warning against optimizing only for points. That advice remains a useful distinction for any rating system: credits can organize documentation and reveal missed opportunities, but a checklist cannot decide which energy and water measures are most valuable for a particular site.
A project team can therefore use a two-layer brief:
- Performance layer: establish the project’s energy, water, daylight, comfort, and resilience objectives and the evidence that will demonstrate them.
- Recognition layer: map those decisions to the applicable rating-system credits after the core strategy is defined.
Because the interview dates from 2010, its comments should not be read as current LEED guidance or as a statement about any present certification version. Confirm today’s rating-system requirements separately when certification is part of the scope.
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Nicolow emphasized that buildings receive much of their summer solar radiation on horizontal surfaces, making the roof a major design surface rather than an afterthought. He said: “If the focus is energy alone, cool roofs are the least expensive option.” This is his view in the 2010 interview, not a current universal price ranking. Actual cost and performance depend on climate, roof assembly, structure, maintenance, labor, incentives, and the project’s other goals.
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Cool and green roofs: what the interview does and does not establish
| Option | Primary objective described | Cost evidence in the interview | Additional potential benefits mentioned | Information still required for a project |
|---|---|---|---|---|
| Cool roof | Energy performance, especially when energy is the sole focus | Nicolow called it the least expensive option in that limited comparison; no price, climate, assembly, or savings figure was provided. | The interview does not assign a broader benefit package. | Roof membrane and insulation specification, solar reflectance and thermal emittance data, climate response, replacement cycle, and installed cost. |
| Green roof | A broader combination of roof performance and site objectives | Nicolow said it costs more; no comparable amount or payback was provided. | Aesthetics, habitat, stormwater management, and acoustic benefits were identified as possible advantages. | Structural capacity, waterproofing and root protection, drainage, planting design, irrigation or establishment plan, maintenance access, climate suitability, and lifecycle cost. |
The correct choice is therefore objective-dependent. If the brief is limited to reducing roof-related energy loads, a reflective roof may be the economical direction described by Nicolow. If the site also needs habitat, stormwater management, visual amenity, or acoustic value, a vegetated roof may justify its additional cost. Neither option should be selected from the label alone; the assembly and site conditions determine whether the intended benefits are achievable.
Resilience through passive and water strategies
The profile’s example of the Grand Bay Coastal Resources Center links daylighting, shading, operable windows, an Energy Star roof, and rainwater harvesting. Nicolow described the building as remaining useful during a power interruption in a hurricane-prone setting. The interview presents this as an account of the project’s usefulness, not as a quantified resilience evaluation or a tested duration of operation.
What this example illustrates
- Daylight reduces dependence on electric lighting when spaces are planned to receive useful light without unacceptable glare or heat.
- Shading limits solar exposure and can support comfort when mechanical systems are constrained.
- Operable windows provide an alternative mode where climate, air quality, security, and code requirements make natural ventilation appropriate.
- A roof strategy can serve more than one function. The project paired an Energy Star roof with other passive measures rather than treating the roof as an isolated product choice.
- Rainwater harvesting addresses the water cycle. It can support non-potable uses or site needs when the plumbing, storage, treatment, and maintenance plan are designed for that purpose.
For a current project, resilience claims should be written as explicit operating scenarios: which spaces remain usable, with what daylight, ventilation, water, and safety provisions, for how long, and under which weather or utility conditions. The 2010 account does not supply those measurements.
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A project playbook for applying the principles
The following sequence translates the interview’s themes into a practical briefing method. It is not a current code or certification checklist; the project’s architects, engineers, authorities, and commissioning team must establish the applicable technical requirements.
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1. Write outcome-based objectives
State the desired reductions and capabilities in plain language. Examples include reducing annual energy use, lowering potable-water demand, preserving useful daylight, or keeping a defined portion of the building functional during a utility interruption. Avoid starting with a list of products or credits.
2. Assign people and authority
Name the individuals responsible for energy modeling, daylight analysis, water planning, envelope decisions, and resilience scenarios. Give them a defined point in the design schedule and a route to present findings to the client and cost team.
3. Establish a baseline before optimization
Freeze a documented reference design for each major decision. Include geometry, orientation, glazing, shading, roof assembly, schedules, occupancy assumptions, and system concepts. A transparent baseline makes later changes auditable.
4. Compare integrated alternatives
Evaluate combinations rather than isolated features. For example, review glazing with shading and lighting controls; review roof type with structure, drainage, maintenance, and stormwater objectives; and review operable windows with acoustic, security, and indoor-air requirements.
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5. Protect the design intent through delivery
Carry the selected assumptions into drawings, specifications, procurement, and construction review. Substitutions can change reflectance, insulation, glazing, controls, or plant performance. Require the project team to explain how a proposed change affects the original objective.
6. Verify operation
Define how the completed building will demonstrate the intended result. Depending on scope, that may include functional checks, trend data, water-meter review, daylight observations, or a documented outage exercise. The interview supplies no universal test protocol, so the verification plan must be project-specific.
Historical context and figures from the profile
The profile records several statements Nicolow made about his firm at the time. He said the firm had been carbon-neutral since 2007, purchased renewable energy for 100 percent of the needs of its three offices, and had more than 60 LEED Accredited Professionals. He also said he had worked in Atlanta for eight years and in Michigan for five years. These are historical interview claims attributed to Nicolow, not independently verified current metrics or evidence of the firm’s present organization.
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Common mistakes to avoid
- Starting with certification points. This can produce a compliant package without addressing the largest energy or water loads.
- Choosing a roof by name. “Cool” and “green” describe different strategies; the assembly, climate, structure, drainage, maintenance, and project objectives control the result.
- Modeling too late. Analysis has less value after orientation, massing, glazing, and systems decisions are fixed.
- Counting predicted benefits as measured performance. The profile provides no comparable energy savings, roof prices, or monitored resilience results.
- Ignoring operations. Daylighting, operable windows, rainwater systems, and controls deliver value only when occupants and facilities staff can use and maintain them.
- Repeating historical claims as current facts. The source is dated October 12, 2010; current codes, rating versions, products, costs, and firm practices require separate confirmation.
What readers should take forward
Creating a high-performance future is less about adding a conspicuous green feature than about changing the order of decisions. Define energy, water, and resilience outcomes; give teams the expertise to analyze them; compare passive and active measures together; and use certification as a record of progress rather than the purpose of the work. The 2010 interview’s examples remain useful as a way to frame that discipline, provided its historical claims are not mistaken for current specifications or measured guarantees.
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