OMAHA, Neb.—Great legacies often have the most unassuming origins. For global integrated design firm DLR Group, that origin was a 12-by-12-foot square. On April 1, 1966, architects Irv Dana and Bill Larson, alongside engineer Jim Roubal, launched their firm from a modest basement in Omaha. They weren’t fueled by a desire for corporate dominance, but by a simple, radical belief: that design should serve people and communities first.
Today, as the firm marks its 60th anniversary, that “humble square” has expanded into a global powerhouse of more than 1,000 employee-owners. From its early days in the Midwest to its current reach across the Middle East and Asia, DLR Group’s journey is a masterclass in scaling values without losing a sense of purpose.
A Foundation of Ingenuity
The firm’s early decades were defined by a rapid diversification of expertise. In the 1960s and 70s, projects like Omaha’s Bryan High School and the University of Nebraska Omaha Performing Arts Complex established DLR Group as a leader in education and the arts. Despite the economic headwinds and energy crises of the 1970s, the founders relied on a culture of fairness and shared ownership to navigate uncertainty—a trait that remains a hallmark of their employee-ownership model today.
By the 1980s, the firm took flight—literally—with the Eppley Airfield Terminal in Omaha, signaling their entry into the transit and aviation markets. This era of “Taking Flight” saw the leadership transition to a second generation, ensuring the founders’ original vision would survive the scale of their growing ambition.
Global Reach and Sustainable Impact
As the world became more interconnected in the 1990s and 2000s, DLR Group met the moment with massive-scale projects like the two-million-square-foot Boeing Everett 777 Office Complex. They embraced the digital revolution of the early 2000s not as a hurdle, but as a tool to further elevate the human experience, achieving the GSA’s first LEED Gold-certified new construction project with the Wayne L. Morse U.S. Courthouse.
The 2010s marked the firm’s emergence as a global advocate for the planet. By opening offices in Dubai and Shanghai and committing to the Architecture 2030 Challenge, DLR Group centered sustainability at the heart of its mission. Notable achievements like the $300 million modernization of the Los Angeles Memorial Coliseum and the award-winning renovation of the Smithsonian’s Renwick Gallery proved that the firm could honor the past while designing for a greener future.
The Next Sixty Years: Strategic Growth in Colorado and Beyond
In the current decade, DLR Group continues to thrive amidst global volatility. The firm’s commitment to “Scaling Excellence” has earned it a spot on Fast Company’s list of Most Innovative Companies. In Colorado, the Denver and Colorado Springs offices have become vital hubs, collaborating with local clients to create spaces that reflect the unique spirit of the Mountain West.
Strategic growth remains a priority. Through a series of intentional acquisitions—most recently welcoming firms like Collins Cooper Carusi Architects and Tsoi Kobus Design in 2025—DLR Group is actively expanding its capabilities to meet the dynamic needs of the 21st century.
“We have been bestowed a deep understanding of who we are as a firm and culture,” says Griff Davenport, FAIA, Chair of the Board. “And because of Dana, Larson, and Roubal’s legacy, we have an even clearer vision of who we will become.”
And the firm, of course, is a global leader in justice architecture with more than $6 billion in justice projects and a reputation for designs that prioritize healing, equity, and transformation. Their work blends evidence‑based design with a deep understanding of behavioral health, emphasizing environments that reduce stress, support rehabilitation, and improve operational efficiency. Rather than treating justice architecture as purely secure infrastructure, DLR Group focuses on creating humane, trauma‑informed spaces that balance accountability with opportunities for positive change. They collaborate closely with stakeholders—from officers and administrators to mental‑health professionals and community members—to ensure each facility reflects local needs and modern best practices. This holistic approach has positioned DLR Group as a leader in rethinking how justice environments can function, shifting the narrative from punitive spaces to restorative ones.
From a 144-square-foot basement to a footprint that spans continents, DLR Group enters its seventh decade with the same promise it made in 1966: to design for the people, by the people.
