Her technical roots began at New York City-based structural engineering firm Silman, where she contributed to major cultural projects including the Harvard Art Museums with the Renzo Piano Building Workshop, and the structural design of Grace Farms with design firm SANAA. She later led preservation efforts on landmarks such as Boston’s Christian Science Center and the Custom House.

At Goody Clancy, Ferriss became the firm’s first director of sustainability and climate action, integrating regenerative design and adaptive reuse into award-winning institutional projects. She now advises firms nationwide and plays influential roles in global organizations—from the Climate Heritage Network to Architecture 2030. A co-developer of the widely adopted CARE Tool (Climate Avoided: Retrofit Estimator) to measure carbon benefits of retrofitting buildings in lieu of demolition and new construction, Ferriss helped shape international policy discussions at the COP26 and COP28 global climate events and other major forums.

How did you break into the industry?

I don’t think about my career in terms of “breaking into” the industry. I’ve focused on doing the work—building skills, seeking out mentors who challenged me to keep growing and being intentional about how my efforts could make an impact. Early training across architecture, building technology and structural engineering gave me a broad view of the built environment from the start, and that mindset continues to shape the opportunities I pursue.

Engagement with industry organizations has been a crucial part of that journey. From early on, volunteering with groups such as the AIA Historic Resources Committee and Boston Preservation Alliance became an important part of my career, eventually leading to volunteer leadership within national and international organizations. These roles helped me better understand how our industry works, build an incredible network of mentors and collaborators and gain visibility that unlocked opportunities I couldn’t have accessed otherwise. Just as importantly, they showed me that meaningful change happens through sustained, collective effort.

What is one challenge that you’ve overcome in your career. How did you overcome it?

One challenge in my career has been that the projects and roles of traditional practice haven’t always provided the opportunities for exploration, innovation and impact that I have sought. Working at the intersection of sustainability, design and preservation often means focusing on questions that don’t fit neatly into typical project types or job descriptions within the AE industry.

In response to this challenge, my career has taken a nontraditional path from structural engineering to preservation to architecture—and ultimately to founding a nonprofit research practice and working as a practice consultant. I have taken an iterative approach to identifying the problems I want to tackle, assembling the right expertise and partners, communicating the value of the work and learning from each effort to inform what comes next. That approach has allowed my practice to evolve alongside the field and stay focused on work that is meaningful and effective, even when it follows a nontraditional path.

What is your favorite project and what challenges did you overcome on it?

Rather than one specific project, those I’m most proud of over the years are ones that gave me the opportunity to support the stewardship of places that hold deep environmental, cultural and social value, whether that be designing a major renovation, leading a campus‑wide decarbonization effort or developing a public resource like the CARE Tool. With these projects, the technical solutions are rarely the hardest part; the real challenge is making the work useful to people responsible for caring for these buildings. One of the most important aspects of my work is translating technical solutions into ideas, language and tools that are relevant and actionable. It starts with understanding who you’re working with and the challenges they’re facing. When the work speaks directly to those needs, it’s far more likely to move from analysis to action.

What’s the best part of your job?

The best part of my job is the people I get to work with. In both of my roles leading Built Buildings Lab and as a principal consultant with the Cameron MacAllister Group, I have the opportunity to collaborate with many of my professional heroes from across the industry and around the world. I continue to learn from every interaction. Exchanging ideas, hearing different perspectives and working toward a common purpose is what makes the work meaningful. It’s also where I find real hope: progress in this field happens through relationships and collective effort, and being part of that is incredibly rewarding.

How do you maintain a work-life balance?

Candidly, I’m still figuring this one out! There’s so much important work to do, knowing when to stop is one of the hardest things. I have a seven-year-old, and maintaining balance is a constant, daily negotiation. I want to be present and really cherish the time I have with my family, while also showing my daughter what it looks like to work hard for something you believe in. The busier I get, the more I try to focus on where my efforts uniquely have the greatest impact, so I’m using my time and energy intentionally.

What’s your career advice for other young professionals in the industry?

What I hear most from students and young professionals is that they want their work to help solve big social and environmental problems. My advice is to be clear about your mission, but also to understand your agency. When our industry is working on complex, long‑term, systemic challenges, it’s important to remember that we all have a role to play, but none of us can do the work alone.

It takes time and patience to develop the skills, relationships and pathways needed to do the work you care most about. Stay open to learning, seek out collaborators and mentors and don’t lose sight of what you’re trying to do, even if the path isn’t linear. Also, don’t be afraid to try new things where you think it’s needed.

Where do you see yourself in 10 years, and what goals have you set for yourself to get there?

I’ve never been someone who sets rigid five‑ or ten‑year plans for myself. What I do have is a clear set of values and a strong personal mission that guide my decisions, while allowing me to stay flexible enough to keep learning, growing and adapting how I work as circumstances and opportunities change.

As co‑founder of Built Buildings Lab, my near-term focus is on growing our nonprofit as a platform for meaningful, mission‑driven work while remaining open to how my role and the organization itself may evolve over time. With the Cameron MacAllister Group, I’m excited to see how our newly expanded ownership group can innovate our approach to consulting to mirror the rapid industry transformation our AE clients are experiencing, Staying grounded in purpose, while being responsive and adaptable, has been essential to my path so far, and I expect that balance of clarity and flexibility to continue shaping what comes next.