Loren W. Morris, PE, CxA, EMP, recently joined EEI Building Performance as Principal, Market Development, based in the firm’s Phoenix office. In this role, he is focused on expanding EEI’s presence with owners, developers, and design and construction partners across key geographies and vertical markets. Drawing on more than three decades of experience in commissioning, retro-commissioning and building automation, Loren brings strong technical expertise and a relationship-driven approach to helping clients deliver high-performance building systems. His work will support EEI’s continued growth in the Southwest and nationally while strengthening the firm’s partnerships across healthcare, mission-critical, advanced manufacturing and other high-growth sectors.
Q. What drew you to EEI at this point in your career?
EEI’s integrity, technical reputation and people-first, relationship-driven culture, all really resonated with me. I had spent 20 years at my prior company and I knew it was the right time for a change, and EEI felt like a place where I could continue to grow, contribute and achieve my goals. The ESOP structure was also a meaningful factor. The idea of joining an employee-owned firm where everyone has a shared stake in the company’s success was very compelling.
Q. You’ve led commissioning and building performance services across more than 500 projects. What lessons from that experience will you bring to your role at EEI?
One of the biggest lessons I have learned is to listen to the customer first. In my role at EEI I will be meeting with clients and partners, but my approach is not to lead by talking. I want to understand who they are, what they are working on, what problems they are trying to solve. From there, we can talk about the right solutions EEI can provide. I am also a stickler for well-defined scopes of work and strong project handoffs. If I do my due diligence early and give the operations team the information they need, I can help set everyone up for success from the beginning.
Q. You’ve worked on major projects like Phoenix Children’s Hospital, NASA JPL, and large healthcare and mission‑critical facilities. How does that experience shape your approach to partnering with owners and design teams?
For me, partnership is about more than simply providing a service. It is about developing strong relationships with clients, understanding their drivers and helping them see the long-term value of commissioning. Owners do not always know why commissioning matters or why it is worth the investment, so part of my role is helping connect the dots. Commissioning can reduce warranty issues, improve post-occupancy performance and serve as a form of insurance for the building over its life cycle. Much of my experience has been working directly with owners, and that has shaped my approach: listen first, understand what makes each project and client unique, and then help deliver solutions that support long-term performance.
Q. You’ve been heavily involved in training, credentialing, and industry organizations throughout your career. How do you see your role in helping develop the next generation of commissioning and building performance professionals, and what does the industry need to do to grow its talent pipeline?
Developing the next generation of commissioning and building performance professionals is something I care deeply about. I have served on the AABC Commissioning Group Board of Directors for about 10 years, including work with the education and outreach committees. Through that work, I have been involved in CxA certification training, continuing education workshops and outreach to technical schools, universities and community colleges. Internally, I see an opportunity to help develop EEI’s people and support the firm’s strong commitment to recruiting and training young talent. Not every firm invests in that pipeline, but it is essential for the future of the industry. If we want commissioning to keep advancing, we need to educate, mentor and equip the up-and-coming professionals who will carry the torch for the next 20 to 40 years.
Q. What excites you most about the future of building performance and commissioning?
What excites me most is how quickly the industry is evolving, particularly around artificial intelligence and data-driven building performance. AI is driving change across the industry, and while there is some uncertainty around how far it will take us, the potential is significant. The tools being developed will help us diagnose issues faster, better understand how buildings are operating and identify solutions more efficiently. Ultimately, that means we can help owners improve performance, reduce risk and make smarter decisions throughout the life of a facility. Commissioning has always been about making buildings work better, and new technology will only expand what is possible.