Introduction

Over their 112-year history, KMH has maintained a tradition of excellence, professionalism, and a forward-thinking approach to design. However, even the most established firms must evolve to stay competitive. In an era where the pace of technological innovation in architecture and construction has accelerated exponentially, KMH faced a significant challenge: how to stay true to their legacy while embracing the tools and technologies that would support their future.

KMH’s journey from traditional hand-drawn blueprints to full-scale digital transformation, through the adoption of AutoCAD, Revit, and eventually the Autodesk Construction Cloud (ACC), stands as a testament to their commitment to innovation. This is the story of how they transformed their processes, overcame industry challenges, and became leaders in utilising cutting-edge digital tools for architectural design and project delivery.

Customer Challenges:

As KMH entered the 21st century, they faced increasing demands from clients who expected more than just static 2D blueprints. Clients needed buildings which were more complex, with services which were more sophisticated, they expected more immersive 3D visualisations, quicker project timelines, all of which demanded an improved collaboration across growing project teams. The architecture industry itself was undergoing a seismic shift, moving from manual draughting to sophisticated digital tools, and KMH recognised they needed to evolve if they were to remain competitive.

Several challenges spurred their digital transformation journey:

• Client Expectations and Project Complexity: Modern clients expect more than architectural drawings. They wanted to visualise the final product in 3D, explore design options virtually, and provide feedback in real-time. KMH’s reliance on outsourcing 3D visualisation was costly, time-consuming, and becoming more inefficient. As Sean Hayden, a partner at KMH, put it, “We spent an inordinate amount of time and money outsourcing 3D visualisation. We knew we needed to internalise that process.”
• Coordination Between Offices: With offices in both Cape Town and Johannesburg, KMH found it increasingly challenging to coordinate projects across multiple locations. Communication gaps between teams led to inconsistencies, delays, and frustrations, especially on large-scale projects. Michael Brown, KMH’s IT Manager and champion, reflected on this challenge, saying, “We had teams in two cities working on the same projects, and syncing models and ensuring everyone was aligned became an ongoing headache.”
• Industry Pressure for Collaboration: The industry’s movement toward collaborative Building Information Modelling (BIM) put pressure on KMH to adopt more integrated workflows. As projects grew in size and complexity, the need for seamless collaboration between architects, engineers, and consultants became paramount. This was especially true as KMH began to take on more intricate projects, such as hospitals, large commercial complexes, and airports.
• Adapting to Accelerated Construction Timelines: Another significant challenge KMH faced was the rapid pace at which construction processes themselves had evolved. Advancements in construction technology allowed projects to be completed faster than ever, putting increased pressure on architectural firms to accelerate their design timelines. KMH had to adapt quickly, not only by integrating new digital capabilities but also by rethinking their entire design workflow to keep up with the faster pace of construction. This meant producing high-quality, detailed designs at a speed that matched the industry’s evolving demands. As Sean Hayden noted, “We had to design faster to keep up with the accelerated construction schedules—otherwise, we risked falling behind.
• COVID-19 and Remote Working: The COVID-19 pandemic accelerated KMH’s need to implement digital tools that would allow teams to work remotely while maintaining productivity. Although KMH had already begun discussions around cloud-based solutions, the sudden onset of lockdowns forced them to fast-track these plans. Remote collaboration became a necessity, and KMH quickly adopted cloud-based platforms that enabled real-time model updates and communication across their offices in Cape Town and Johannesburg, as well as with external partners. This swift transition ensured that projects could continue seamlessly, even when teams were physically apart.

Project Goals:

KMH’s goals throughout their digital transformation journey were not only to adopt new technology but to ensure that it supported and enhanced their long-standing design ethos. They had always prided themselves on their storytelling through design, and technology needed to serve that vision, not replace it.

• Maintaining the KMH Brand and Signature: KMH is known for its thoughtful, meticulous approach to design. Their buildings, whether commercial skyscrapers or healthcare facilities, tell a story. As Kirsten Moses – BIM Manager at KMH explained, “Our priority has always been telling the story of the design itself.” As they embraced digital tools, KMH was deliberate about ensuring that technology enhanced their ability to craft these stories rather than overshadowing it.
• Controlled, Deliberate Adoption of Technology: KMH wanted to ensure that their digital transformation was a measured process. Rather than rushing into new software, they carefully evaluated each tool’s potential impact on their workflows. By adopting a paced approach, they could ensure that their team members were not overwhelmed by change. As Moses noted, “Making deliberate decisions at a well-paced speed was essential to ensuring the team adopted and embraced these shifts.”
• Improving Collaboration and Communication: One of the primary goals for KMH was to facilitate better collaboration both between their Cape Town and Johannesburg offices and with external consultants. This included making the switch from disjointed communication systems to a centralised, cloud-based solution that allowed for seamless sharing and updating of project models.

Design Solutions:

KMH’s journey from manual drawings to Autodesk Construction Cloud (ACC) was a series of progressive steps, each one representing a significant leap forward in terms of technology and project delivery.

• The Era of Drawing Boards and AutoCAD: For decades, KMH relied on manual draughting boards. This method was time-intensive and prone to errors, especially as project complexity grew. The adoption of AutoCAD in the 1990s was the first step toward digitising their workflows. AutoCAD allowed KMH to standardise their drawings and automate repetitive tasks, drastically improving their efficiency. One of their first large-scale AutoCAD projects was the Cape Town International Airport, where they scaled up quickly, purchasing a significant number of licenses.
• The Move to Revit and 3D Visualisation: By the mid-2000s, KMH recognised the limitations of 2D drafting. They began experimenting with Revit, Autodesk’s Building Information Modelling (BIM) tool, to produce 3D models that better represented their design intent. The move to Revit was transformative. It allowed KMH to bring 3D visualisation in-house, enabling them to make faster design decisions and visualise complex building projects more effectively. The Red Cross Children’s Hospital project marked a significant milestone, where KMH saw a 50% time-saving by internalising 3D work that was previously outsourced.

Autodesk Revit also gave KMH the ability to repeat design elements, leading to increased consistency and quality across projects. For a firm that values the storytelling aspect of design, this was crucial.

As Hayden said, “With Revit, we could take on complex building projects where the 3D took on a life of its own.”

• BIM and the Move to Autodesk Construction Cloud (ACC): As projects grew more complex, so too did the need for better collaboration. Initially, KMH experimented with Revit Server and other server-based solutions to manage project models between their offices. However, the need for a true common data environment became apparent, especially when COVID-19 forced remote working. Enter Autodesk Construction Cloud (ACC), formerly BIM 360. ACC allowed KMH to manage all project data, from design to construction, in one cloud-based platform.

As Brown recalls, “COVID hit, and we were forced to act quickly. We entered lockdown on BIM 360 and exited with ACC. This transition allowed us to work seamlessly across teams, whether they were in Cape Town, Johannesburg, or working from home.”

The move to ACC also enabled KMH to collaborate more effectively with external consultants, shifting from internal model-sharing to a fully integrated construction management platform. What started as a “Dropbox” for model sharing soon evolved into a tool that enabled real-time updates, version control, and increased accountability.

Throughout KMH’s digital transformation, Baker Baynes played a pivotal role as a technology partner, guiding and supporting KMH every step of the way. From the initial discussions on transitioning from AutoCAD to Revit, to the more complex challenges of adopting ACC, Baker Baynes provided not only the tools but the expertise to make the transformation smooth and impactful.

Business Benefits:

KMH’s digital transformation has led to significant business benefits, ranging from time and cost savings to improved project outcomes and new revenue streams.

• In-House 3D Visualisation and Time Savings: By bringing 3D visualisation in-house with Revit, KMH drastically reduced the time spent on project visualisation. The ability to quickly generate 3D models meant that design decisions could be made faster, and clients could be brought into the design process earlier. For example, on the Red X Hospital project, KMH saw a 50% reduction in time spent on design iterations compared to when they outsourced visualisation work. This saved both time and money, improving project efficiency and client satisfaction.
• Improved Collaboration and Communication: ACC revolutionised how KMH worked, enabling real-time collaboration across offices and with external consultants. As Michael Brown noted, “ACC has made seamless working between offices possible.” The platform has eliminated many of the communication bottlenecks that previously plagued projects, allowing team members to see changes as they happen and improving overall project coordination.
• New Revenue Streams: Digital Twins and Facility Management: KMH has begun offering clients digital twin models for facility management, an entirely new service that has become increasingly in demand. Clients, particularly those managing large facilities, now request digital models that can be used for the lifecycle management of buildings. This service not only adds value for clients but also provides KMH with a new revenue stream.
• Accountability and Information Management: One of the key benefits KMH experienced with the adoption of ACC was an enhanced level of accountability. Warren Papier, Associate and Marketing Manager at KMH, emphasised how the platform transformed their workflows by allowing the team to track every change made to a project model. This real-time tracking ensured that all stakeholders were aligned, significantly reducing errors and the need for rework, and leading to smoother project delivery. Papier highlighted that “ACC’s ability to manage and store all project data in one place has been crucial in maintaining compliance with industry standards,” further streamlining their processes.
• Reputation and Client Satisfaction: KMH’s adoption of BIM and ACC has not only improved internal processes but has also had a positive impact on their reputation. The firm has received several awards for their innovative use of BIM, on projects such as the Hasso Plattner School of Design Thinking Afrika, and their ability to deliver complex projects, such as the Cape Town International Airport and the Rahima Moosa Hospital, has led to increased repeat business.

The benefit of having a trusted solutions partner like Baker Baynes goes beyond just technical support, Baker Baynes also facilitated KMH’s broader understanding of industry trends. Their deep knowledge of Autodesk’s evolving software suite helped KMH stay ahead of the curve, integrating new features into their workflow as necessary. Baker Baynes’ ability to provide insights on how KMH could leverage tools like ACC for greater collaboration and facility management helped the firm evolve from simply creating designs to managing full lifecycle solutions for clients.

Conclusion:

KMH Architects’ digital transformation journey is far from over. Their measured approach to adopting technology – starting with AutoCAD, moving to Revit, and finally embracing Autodesk Construction Cloud – has allowed them to remain at the forefront of architectural design while staying true to their legacy. The firm’s commitment to using the right tools for the right job has enabled them to enhance their design process, improve project outcomes, and explore new business opportunities.

Baker Baynes, KMH’s technology partner, has played a pivotal role in supporting this transformation. From providing ongoing training and technical support, including access to their after-hours support desk, to helping KMH navigate the complexities of new software, Baker Baynes has been a trusted advisor throughout the journey.

As Michael Brown reflected, “We’ve never had to look elsewhere. Baker Baynes has always been there when we needed them, whether it was a late-night call or help with troubleshooting.”

As KMH continues to evolve, their story serves as an inspiration for other firms seeking to modernise their processes. By embracing digital tools in a thoughtful and deliberate manner, KMH has set a new standard for architectural excellence in the digital age – proving that even a century-old firm can lead the charge in innovation.