Kahn appoints Alan Cobb President and CEO

The Albert Kahn Family of Companies (Kahn), a leading provider of architecture, engineering, planning, design and management services, is pleased to announce that Alan Cobb, FAIA, LEED® AP has been named President & CEO.

Cobb is the tenth president in the firm’s 118-year history. As President, Cobb is responsible for ensuring that all of the firm’s client issues are effectively address and that overall project team performance meets or exceeds client expectations for each and job the firm undertakes.

Cobb is currently leading design efforts for the Detroit Zoo’s Penguin Conservation Center and Lawrence Tech’s Taubman Engineering, Life Sciences, and Architecture Complex, and was design principal for the Lear HQ Campus, the College for Creative Studies Taubman Center for Design (Argonaut Building Adaptive Re-use), the Delta Dental of Michigan HQ Office, and the O-I HQ Office Complex.

Since joining Kahn in 1976, Cobb has been involved in numerous projects, many of which have earned the firm awards and recognition for design excellence. With a passion for design, Cobb provides oversight to design professionals and continues to serve as a mentor to many young professionals within the firm and throughout the region.

Cobb was given the Lawrence Technological University Distinguished Architecture Alumni Award in 2000. He is a licensed architect in Michigan and 34 other states, a LEED Accredited Professional, and is certified by the National Council of Architectural Registration Boards. Cobb is currently resides in Troy, Michigan with his wife Mary.

Rural hospitals present unique opportunities and challenges for healthcare facility operators. Oftentimes, the infrastructure and building systems have not been updated for years and require significant improvements in order to meet today’s modern medical demands. Additionally, as these smaller, more remote hospitals are acquired by larger regional and national healthcare systems, the first step by new ownership is often to update and rehabilitate the building. But how can this be done thoughtfully, economically, and efficiently in ways that allow the engineering and facility staff to adapt to the changes? And how can the updates accurately reflect the specific needs of rural communities and the afflictions with which these areas most commonly face?