Architecture Unfolding: Anne Fletcher’s Rewirement Journey

Archipreneur is back with an interesting discussion with Anne Fletcher, a strategic architect and a former Managing Principal of HOK. 

With a career in architecture spanning over three decades, Anne Fletcher has played a significant role in shaping the architecture community, most notably as a senior principal at HOK. Drawing inspiration from her father, a civil engineer, she pursued architecture as a way to blend creativity with technical problem-solving.

Now, as she transitions into what she calls rewirement, Anne is not phasing out—she’s redefining what comes next. In this interview, she reflects on her journey, the dynamic relationship between architecture and the practice, and how she’s approaching this next chapter with the same curiosity and passion that have always guided her work.

Could you share a few words about your rewirement (or this new phase of life)? Many professionals find retirement opens doors to unexpected opportunities. Have you taken on any advisory roles, mentorship, or personal projects that excite you?

I believe that many very senior professionals, especially women, feel a shift in what they can offer with their high level of experience coupled with a personal desire to keep evolving. Initially, I intentionally didn’t lock myself into a singular direction, appreciating this as a period of strategic exploration. This allowed me to be open to unexpected opportunities and thoughtfully consider how to best leverage my experience. So I have been acquiring skills that I do know will serve me well, whatever is next.

I took an eye-opening class at Stanford Graduate School of Business “Harnessing AI for Innovation” with 50 other leaders of global industry to get a solid AI foundation, recognizing its increasing importance in complex decision-making and the future of the built environment. Then I’ve taken four hands-on courses on applying AI and I am currently building my own AI Agent! I’m also developing an app in stealth mode, serving as an expert advisor with GLG, and incubating a new business idea in architecture. Much more to come in different streams.

As someone who’s led diverse teams and contributed to large-scale projects, what advice would you give to younger architects about balancing design excellence with business growth?

Design excellence and business growth are completely intertwined, and I think it’s essential for young architects to recognize this connection early on. The best way to develop a strong foundation is to gain exposure to as many aspects of the industry as possible. Even if you’re primarily interested in design, it’s crucial to understand tectonics, detailing, and construction. You don’t have to take on a management or technical role, but having an awareness of the challenges managers face will strengthen your ability to navigate projects effectively.

“If you look at any renowned architect or iconic building, you’ll find that behind great design is a deep understanding of construction and the real-world implications of design choices.”

To push the boundaries of design, you first have to understand where those boundaries lie—and that means knowing how things are built. What I’ve learned is that business growth often comes down to communication. Clients tend to think in managerial and operational terms, and the ability to translate design concepts into a language they understand can be incredibly powerful. Even if you’re focused on design, developing this skill will enhance your ability to engage with clients and advocate for the ideas that matter most to you.

What skills or mindsets should the next generation of architects cultivate to succeed in an industry rapidly evolving with new technologies?

I firmly believe that AI is coming, and we should embrace it—it’s going to work with us and for us. Architecture is an industry that’s due for transformation, from the design process to how we do business and document buildings. Automation will play a big role, especially in areas where firms traditionally generate fees. While that shift won’t happen overnight, in the next five years, we’ll see a real impact on how value is placed in our work.

For younger architects, you’ll be the most 1. This technology will be part of your toolkit from the start, but it’s crucial to always see it as just that—a tool. The key is to stay critical, look for gaps, and never take anything for granted. A creative eye will always see things differently, and that’s where architects will continue to make a difference.

Another piece of advice—always keep sight of the big picture. I don’t believe in rigid plans for the future, but I do believe in having a North Star. It’s easy to get lost in the details, especially in architecture, with new inputs, requests, and parameters constantly shifting.

“But staying focused on what a project is really about—its core purpose—brings clarity when things get complicated.”

No matter what’s happening around you, always come back to that.

Over 3 decades in architecture, what significant changes have you observed in the way architectural practice operates, particularly in terms of project delivery, collaboration, and client relations?

The biggest shift I’ve seen in architectural practice is in project delivery, largely driven by rising construction costs and increased risk—especially over the last five to seven years. Earlier in my career, clients, architects, and contractors could look at their past projects and fairly accurately predict cost, risk, and timeline. That’s no longer the case. Every new project requires a fresh look at expectations because market conditions fluctuate so much. And since large projects can take five to ten years to complete, past benchmarks quickly become obsolete.

One major outcome of this uncertainty has been the rise of the design-build model, particularly in larger projects. In this approach, architects and builders are contractually tied together as one entity, working collaboratively from the start.

“Instead of architects designing independently and then handing off drawings, they now develop documents alongside builders, constantly checking pricing and constructibility throughout the process.”

This fundamentally changes how we communicate and operate because they’re now integrated into the building process in a way they weren’t before. It’s an important evolution in the industry.

Sustainability has become a crucial part of architectural practice. How has your approach to sustainable design evolved, and what role do you think architects should play in addressing climate change and environmental concerns in the built environment?

“My approach to sustainable design has evolved to the point where I see sustainability as simply part of good architectural practice—it shouldn’t be an afterthought or a checkbox.”

It’s about understanding that everything is interconnected, like an ecosystem. Whether it’s a building or an infrastructure project, every decision has upstream and downstream impacts. Solar orientation, material choices, and other elements aren’t just steps in the process; they’re part of a larger system.

I also believe we need to move from just ‘doing less bad’—like aiming for net-zero—to regenerative design, where we actively give back and enhance the environment. For example, a building shouldn’t just minimize harm; it should improve the site, generate energy, or contribute positively. With the tools and technology we have today, we can analyze and predict performance to create designs that leave things better than we found them.

You’ve mentioned advocacy for diversity in the profession. How do you think the industry has progressed in promoting diversity and inclusion, and what more can be done to create truly equitable opportunities in architectural practice?

There’s been progress in promoting diversity and inclusion, and firms are genuinely trying, but the numbers still don’t reflect enough real change. Women make up 50% of the population but only 25% of architects, and Black architects—especially Black women—are still underrepresented, at less than 5% and 1%, respectively. This gap isn’t just about fairness in employment; it’s about missing diverse perspectives in design. When we don’t have those voices at the table, we lose out on innovation and solutions that reflect the world we live in.

The industry also needs to shift its mindset. Architecture is often seen as an all-or-nothing, ego-driven profession, where only the ‘star designer’ matters. But the reality is architecture is a group process.

“Architecture is not just about the designer—it’s about the entire team, from marketing to project controls.”

Every role is critical to designing and delivering a project, and we need to actively honor that. Right now, if people don’t see themselves in that top design role, they may feel like they don’t belong or aren’t adding value. That’s why so many leave the industry.

If we don’t address this, we’ll continue to lose talent. People need to know they’re valued, no matter their role. That’s how we’ll create a more inclusive and equitable industry.

As technology continues to reshape the architectural landscape, the role of architects has evolved from being sole visionaries to becoming facilitators of multidisciplinary collaboration. Instead of simply presenting a design for others to support, architects now guide a dynamic and complex mix of ideas, ensuring all moving parts align seamlessly. This shift represents not just a change in workflow but a broader expansion of how architects contribute—by leading processes, nurturing collaboration, and integrating diverse perspectives to achieve the best possible outcomes.