FGM Architects’ Ranking Ascent: A Model for Growth Beyond the Blueprint

OAK BROOK, IL – June 23, 2026 – In a move that signals both robust health and strategic acuity, architecture and design firm FGM Architects (FGMA) announced a significant climb in two of the industry’s most respected national benchmarks. The firm has ascended to No. 67 on Architectural Record's 2026 Top 300 Architecture Firms list, a notable jump from its previous position at No. 76. Simultaneously, it climbed 28 spots to No. 303 on Engineering News-Record's (ENR) 2026 Top 500 Design Firms ranking. While press releases celebrating such advancements are common, a closer look reveals a narrative that extends beyond mere numbers—a story about navigating a transforming industry, the tangible impact of community-centric design, and the quiet power of an employee-owned business model.

Decoding the Metrics of Success

To understand the significance of FGMA's ascent, one must first understand the rankings themselves. Both the Architectural Record and ENR lists are bellwethers for the Architecture, Engineering, and Construction (AEC) sector, but they are not popularity contests. They are rigorous, revenue-based evaluations. Architectural Record’s list specifically measures revenue from architectural services, while ENR’s broader Top 500 list encompasses revenue from a wider range of design services, including engineering and planning. FGMA's parallel rise in both an architecture-specific and a broader design-firm ranking indicates a healthy, expanding, and well-diversified practice. This isn't just about winning more projects; it's about generating more revenue from the core practice of design, a clear indicator of market trust and project scale.

"These rankings are a meaningful reflection of the trust our clients place in us and the dedication of our talented team members," said John Dzarnowski, CEO of FGMA. His statement points to the dual pillars of external validation and internal strength. "Advancing in both Architectural Record and ENR's national rankings demonstrates the strength of our practice, the value we bring to our clients and our commitment to creating environments that inspire learning, engagement and community connection."

Navigating a Sector in Transformation

FGMA's growth is not occurring in a vacuum. The entire AEC industry is riding a wave of expansion, with ENR reporting that its Top 500 firms saw a collective 7.4% increase in revenue last year. This boom is fueled by powerful macroeconomic forces, including an anticipated $1.75 trillion in spending on AI-related infrastructure, which is expected to propel U.S. economic growth into 2027. However, this growth comes with complexity. The industry is grappling with compressed project timelines, labor shortages, and an urgent client demand for greater sustainability and technological integration.

In this context, FGMA's climb suggests a deft navigation of these crosscurrents. The firm's portfolio, heavily weighted toward public sector projects in education, municipal services, public safety, and recreation, provides a stable foundation. These sectors are often less susceptible to the volatile swings of the private commercial market and are driven by long-term community needs and public funding cycles. By cultivating deep expertise in these areas, the firm has built a resilient business that can thrive amidst broader economic uncertainty. Its success demonstrates a strategic choice to focus on markets where value is measured not just in square footage, but in public good and longevity.

Beyond Buildings: The Human Impact of Design

While financial metrics and market positioning are crucial, the core of FGMA’s story lies in the purpose behind its projects. The firm’s mission to create spaces that “enrich lives and support thriving communities” is substantiated by a portfolio of work that directly shapes public life. This is where the numbers on the rankings translate into tangible community assets.

Consider the firm's work in education, such as the additions and renovations for the College of DuPage’s Learning Resource Center or projects for Community Unit School District 200. These aren't just buildings; they are modern learning environments designed to adapt to new pedagogies and foster student collaboration. In public safety, facilities like the Naperville Police Department Headquarters are designed for high-performance functionality while also presenting a welcoming, transparent face to the community they serve. In recreation, projects like the Vaughan Athletic Center for the Fox Valley Park District become vital hubs for community health and wellness.

This focus on impact is a deliberate part of the firm's philosophy. As Dzarnowski noted, "While we're honored by this recognition, what matters most is the impact behind the rankings. Every project represents an opportunity to help our clients achieve their goals and create lasting value for the people they serve." This perspective shifts the conversation from a firm’s success to the success of its clients and their communities, a crucial distinction in the public trust-dependent sectors where FGMA operates.

The Employee-Ownership Engine

Perhaps the most compelling, yet least visible, driver of FGMA’s success is its structure as an employee-owned firm. In a professional services industry where talent is the primary asset, this model, often executed through an Employee Stock Ownership Plan (ESOP), serves as a powerful engine for culture, quality, and commitment. When employees are also owners, they have a direct financial stake in the company’s long-term success. This fosters a culture of shared accountability that transcends typical employer-employee dynamics.

This ownership mindset can manifest in numerous ways: a deeper commitment to client satisfaction, a collaborative approach to problem-solving, and a lower employee turnover rate. In a field that demands both creativity and technical precision, a stable, engaged, and motivated team is a significant competitive advantage. It helps ensure consistency in quality and client relationships over the multi-year lifespan of a typical architectural project. Furthermore, the ESOP model makes the firm an attractive destination for top talent, who are drawn to the prospect of not just having a job, but building equity and having a voice in the company's future.

FGMA's continued growth and rising prominence are therefore not an accident. They are the result of a powerful synthesis: a clear strategic focus on community-building sectors, a deep understanding of market dynamics, and an internal culture of shared ownership that empowers every team member to deliver their best work. This combination has created a resilient, impactful, and ascending firm that serves as a compelling case study for success in the modern design industry.