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.

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To avoid this constraint, let’s debug the 3 most important things to consider as soon as you graduate from an architecture school.

Build a Professional Online Presence

An online portfolio allows you to display your skills, creativity, and unique approach to design. It acts as a dynamic resume, showcasing your projects, sketches, and design philosophies to potential employers, clients, or collaborators worldwide. Unlike traditional resumes, a digital presence is accessible 24/7, broadening your reach significantly.

A professional online presence helps you stand out in a competitive field. By sharing thoughtful content, engaging with industry trends, and maintaining a polished portfolio, you position yourself as a knowledgeable and credible architect. By doing so, you enhance your reputation as well as build trust with your audience.

Social media platforms like LinkedIn, Instagram, Behance and YouTube enable you to connect with fellow architects, mentors, and industry leaders. Engaging with their content, joining discussions, and sharing your insights can lead to valuable relationships, collaborations, or job opportunities. An online presence serves as a bridge to the broader architecture and construction community.

Learn, Unlearn and Relearn

The one valuable aspect that will help you grow as a better architect is to ‘Learn, Unlearn and Relearn’. But, what exactly does it denote?

To Learn – As an architecture graduate, you will be introduced to several new terms and techniques to understand the working culture. This will include acquiring new knowledge and skills, such as mastering sustainable certifications (LEED, WELL) or advanced design tools (BIM). This ensures you remain relevant and capable of meeting evolving industry demands.

To Unlearn – The architecture syllabus is a unique compilation of theoretical and practical knowledge. However, it is prudent to let go of outdated practices or rigid mindsets to adapt to innovative trends like generative design and AI integration. This flexibility prevents stagnation and promotes growth.

To Relearn – You might overarch certain methodologies you learnt from university and assume they just require a read to work with. In practice, though, it is prudent to update and refine existing knowledge with current best practices, such as reinterpreting traditional design principles to meet modern needs like net-zero buildings.

Preparing for Licensure and Certification

In every country, the pathway to becoming an architect is different. Generally, in developed nations such as the US, the UK and European countries, the career can be a challenging one as it requires years of long procedure to call yourself an architect. While this can be laborious, in the end, it will bring forth valuable takeaways that will help you shine as a responsible architect.

Preparing for Licensure allows you to familiarize yourself with building codes, ethical practices, and safety standards, which are critical for creating safe, functional, and compliant structures. Some countries have reciprocal agreements for licensed professionals, allowing greater mobility and the ability to work internationally.

Many roles in architecture firms, government bodies, and large-scale projects require licensed professionals. Without licensure, career progression can be limited. It also grants architects the legal authority to sign off on designs and oversee projects. This recognition establishes credibility and trust with clients, employers, and the public.

As the famous quote by Graham Bell goes –

“Before anything else, preparation is the key to success”,

It is important to be prepared for the outcomes once you graduate from architecture school. Even if you haven’t yet decided on a career, it is highly recommended that you have a list of ideas to consider. This way, you can find a direction without being lost in the journey of finding your niche.

This is also an appropriate period to discover if you are up for the challenge of pursuing a freelance career a.k.a – becoming an archipreneur or specializing in an academic field of architecture. To be streets ahead of the crowd, learn more about the architecture practice from industry professionals from Archipreneur interviews.

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“You have to start with your customer—not with your product, or your service, or what you think is right—and build everything around that.” – Robert Dekker, group marketing manager at Games Workshop

For architects, defining an audience is not just about reaching potential clients—it’s about infusing every design with purpose, relevance, and impact. It’s the key that unlocks the full creative potential of their craft, driving innovation, satisfaction, and enduring success.

As an architect, thriving in the business is all about understanding and satisfying the client’s needs, and that can be demanding. Here are 5 effective steps to keep in mind when defining your design audience:

Understanding Your Design Niche

On the pathway to establishing your architecture practice, you might get overwhelmed with various marketing strategies. Nonetheless, it is always better to pause and understand the very thing that differentiates your service from others. To make sure you achieve your goals, you should be able to identify your strengths that will make you stand out in the crowd – your niche. 

But what does the term ‘niche’ address here?

It is not a decorative element that you find on a wall; it is what you will master in your design path. Recognizing your niche will help you to:

• Stay focussed on your design vision
• Excel among the various competitors in the design field
• Be passionate about the service you provide and master it.

It is beneficial for any architecture firm to understand its niche to be successful. Which means filtering out your market and concentrating on one or some of the key services you provide. Such as concept design, feasibility studies, preparation of planning applications, creation of detailed construction drawings, sourcing and vetting contractors and consultants, and administration of the contract depending on the scale of your firm.

This will ensure your reputation within the design field and indicate a clear pathway to your success. Plus, it will prevent you from becoming too broad in your service offerings.

Creating Client Personas

Empathy is a crucial factor in defining your target audience because it allows you to understand and share others’ feelings. An architect’s core task begins with understanding clients’ likes and dislikes. 

You might wonder…

Is it possible to analyze each client’s needs?

Although it’s challenging to poll every single client, we could start by creating a target market followed by a niche group that will help us follow the hierarchy. A key element of a good client experience is understanding their particular needs. 

Here are a few applications to better understand your client personas:

1. Client Interviews and Surveys: Gives you a focused pathway on steering your design project as per the client’s exact requirements. Such as a preferred interior theme, or a retrofit project with certain restrictions.
2. Understanding the context: This includes developing a design that truly aligns with the site. When one understands their site better, one can craft a space that creates a memorable experience.
3. Program Development: Depending on the project’s scope, whether it is a new build or renovation – this allows us to optimize the building’s layout, spatial organization, and functionality.
4. Use Case Scenario: Creating personas representing the different types of clients, along with use case scenarios illustrating how they will interact with the space, helps in designing for specific user needs and experiences.
5. Feedback Sessions: Working on a design project is a two-way communication. By remaining open to feedback, architects can adapt and refine their designs to better meet the evolving needs and preferences of the client.

By employing these methods, architects can gain a comprehensive understanding of their client’s needs and requirements, which forms the foundation for strong client relationships.

Defining Your Unique Selling Proposition (USP)

A well-defined USP helps a firm stand out by highlighting what makes it unique. Whether it’s a particular design philosophy, specialization in a certain type of project, or a unique approach to sustainability, a strong USP can differentiate an architecture practice in the minds of potential clients.

Defining your value proposition will help your clients better understand why they should choose your firm over others, and they will be more likely to feel confident in your expertise.

This can include providing customized services, a client-centric approach, or something that is hardly identified in any other design services. Take a look at the key lessons learned and insights from the founding partner’s 40+ years of practicing architecture.

“We turn nothing into something or take something and make it even better.” 

Source: Barbara Flammang, KFA Architecture

Similarly, tailoring your architectural services to address your target audience’s specific needs and preferences will help you in defining your USP. 

Crafting Tailored Marketing Messages

Many architectural firms prioritize their technical expertise and the quality of their designs over marketing efforts. They can, however, elevate and boost their architectural practice by maintaining a strong online presence. Through social media, websites, and online directories, it has become easier than ever before to increase visibility and brand awareness. Tailoring your portfolio and website to better suit your niche clients will help you get easily identified. 

Digital marketing can be one part of tailoring your services for your client base. There are various other ways to make your service exclusive. The following are some unconventional marketing methods:

1. Organizing workshops or webinars on topics related to architecture, design trends, sustainable building practices, or DIY home improvement, as it provides value to potential clients.
2. Developing content that educates, inspires and entertains your audience. This could include blog posts, case studies, videos, or social media content that highlight your firm’s projects, design process, and insights into architecture.
3. Utilizing the latest technologies to make your website more interactive and fun to browse through.

Engaging with Your Audience

With every successful project, you build a meaningful relationship with your clients. Nurturing and establishing long-term relationships with clients and strategic partners will lead to repeat business and loyal clients for your architecture practice.

Using online resources, industry conferences, and networking events, cultivate contacts among various target groups. Building an effective network might result in prospects for new clients and referrals. This also includes monitoring and reflecting on ideas that you executed in your design process. 

Ask for feedback from your customers regularly to find out what they appreciate most about your architectural practice and your areas for improvement. Over time, this will enable you to enhance your target audience service and product offerings. This is an iterative process, as it needs to be reworked whenever you execute or complete a project.

Get to know your audience. Now!

Remember, defining your target audience is just the beginning of your journey towards building a successful design business. To achieve continuous interaction, your target audience strategy must be refined and adapted. Despite these 5 practical steps, there are many other factors to consider when analyzing your design business. 

With an emphasis on developing efficient marketing strategies, drawing in ideal customers, and encouraging long-term expansion, the Archipreneur Academy gives you the skills and facts you need to succeed in the intense field of design. To help you set your voice and inspire your audience, check out the free Architect Marketing Checklist from Archipreneur Academy which will provide a better vision of helping you reach your goal.

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The report covered 39 different positions across 26 U.S. states and 17 cities. However, according to the 2017 AEC Industry Salary Survey, there are major differences in pay in different countries. As well as across different fields of the AEC industry. “Eighty-five per cent of AEC executives in western Europe make less than $75,000 per year versus 92 per cent in eastern Europe, and 41 per cent in the US and Canada”.

In order to make an informed career decision, it’s good to know where you stand in terms of your architecture salary. If you’re working in the United States, you can start by checking out the AIA Compensation Survey Salary Calculator. Here you find out what the market says your skills are worth.

Here’re some tips on how to get that raise:

#1 Have Regular Performance Reviews

In architecture firms, it can be challenging to communicate the value you add as an employee. However, it is important to highlight that your firm has profited on account of your performance in order to justify a salary increase. Having regular performance reviews can help keep track of progress and growth over time. Reviews can also be great opportunities to discuss your overall contribution to the firm and its future. Before your performance review, have specific examples of professional accomplishments at hand and focus your discussion on the tangible value you bring, as well as your ambitions for the future within the company.

#2 Get Licensed

According to Architect Magazine, “more firms are now rewarding staff for attaining licensure than there were just a couple of years ago: 80 per cent, up from 74 per cent in 2017”. As a licensed architect you provide greater value to your employer and have a higher earning potential than an unlicensed architect. More than half of architecture firms offer higher salaries to licensed architects.

#3 Get Other Credentials

In addition to getting licensed, gaining other credentials such as LEED and CDT certification will give you a significant competitive edge. LEED is currently the most recognized certification program for sustainable building design, while CDT stands for Construction Documents Technologist and is a certification from the Construction Specifications Institute (CSI). These specialist qualifications will allow your company to charge more to the client for your time and expertise. With additional credentials you may be able to negotiate a salary increase with more confidence.

#4 Think Outside of the Box

Create an internal system, an app or piece of software that solves a problem for you or your employer. This is what Steven Burns did when he created a project management software that helped his architecture firm streamline many of their internal processes. This tool eventually became ArchiOffice, a time tracking, billing and project management tool used by some of the most renowned architecture firms out there. You can also create e-book or courses that help other architects. These can add significant value to your work and introduce other income streams. It is always good to diversify.

#5 Change Firms

If none of the above tips help, and your firm is not willing to negotiate or acknowledge your value, it might be time to change employers. In any case, it’s important to be objective and make your expectations known.

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It’s important to remember that the job interview process is a great opportunity to refine and demonstrate your critical thinking and marketing skills to present yourself and your work in the best possible light.  Like any pitch, you need to know your audience, be concise and convey a clear message about what you have to offer.

#1 – Set Your Goal

Take a moment and think about your professional experience, skills and ambitions for the future. If you’re not happy with your current professional situation, focus on where you want to be and the necessary steps to get there. Stay positive by acknowledging your hard work thus far and understand that building a career isn’t about lucky breaks or flashy references, it’s about strategizing.

You may decide to refine or learn new skills to help you achieve your long-term goals. For example, if you aim to own your own business someday but you’re not ready now, consider applying for a position in a growing practice that will allow you to take on more responsibility and acquire the business and soft skills (like communication, team work and problem solving) you will need later.

Once you have goals and a strategy, work smart to ensure each job application is a conscious, purposeful decision in line with your professional objectives.

# 2– Research Your Potential Employer

Learn as much as possible about your potential practice to confirm it would be a good fit. If there is a job opening posted, read the job description carefully. Research their completed projects and think about how your professional interests and experience align with the firm’s portfolio. Understanding your potential employer’s work will impress the interviewers and will help you confidently demonstrate how you can contribute to their projects.

In addition to learning about their work, try to get a sense of the company culture. Look up the team, ask around in your network and search online to find out if it would be a comfortable working environment for you. If it’s difficult to get a sense of the office culture before your interview, bring a few questions to the interview which will help give you a clearer picture.

For example, do architects work lots of overtime? Is there a flat or hierarchal structure within the team? How long have existing employees worked there? What is the balance between collaborative and independent work in their design process?

For the interview, knowing the dress code can also be useful. Look at photos online and even drop in to the office if you’re unsure. You wouldn’t want to appear in your worn out All-Stars in front of a bunch of high-powered corporate types. In the same vein, turning up formally dressed for a job interview at a hip startup is the first sign of having different values.

# 3– Don’t Lie in Your Cover Letter CV

Revisit your CV and include only the relevant references for the open position. A lot of young graduates make the mistake of sending out a bunch of same CVs to a number of addresses, hoping that casting a wide net will do the trick. This is not a good strategy. What’s relevant for one firm is superfluous for another. Don’t be afraid to portray yourself with confidence, but avoid lying. Keep it simple and visually appealing–it should reflect the fact that you’re a designer.

# 4– Tailor and Study Your Portfolio

If you include every single student project you’ve ever worked on if your portfolio, the employer will realize that you have no editing or synthesizing skills. This is what every architect should be good at–learning how to concisely and effectively present relevant information. If a project has a dozen sections that all provide the same information about a project, consider including just one.

Also, not all projects need the same visuals. Some are more conceptual, while others are more visually appealing, or some show you can see a project through from start to finish. The balance will depend on the type of firm to which you’re applying. If they’re looking for an experienced project manager, it makes sense to show more projects that show your practical experience. Brush up on your old projects so you can discuss them with competence. Like with the CV, design is essential in a portfolio. Your visual sensibility will play an important role.

Proofread and spellcheck your cover letter, CV and portfolio. Nothing says “half-arsed” like an application filled with spelling errors.

# 5– Prepare Questions

Practice answering interview questions and prepare your own questions about the job and the firm. It’s important to be self-confident and unafraid to make your expectations known.

If you’re interviewing for more than one position, try to keep track of employer’s responses to your questions so you can compare the different job opportunities. Here are a few questions to consider when deciding to take a new job:

What are the company’s goals?

Are the employees treated well?

Is the company too informal or too corporate for me?

Is the company successful, profitable and growing?

Is it a diverse company?

Would I enjoy working with the employees there? Are they friendly, intelligent and interesting?

Would I have a good boss?

Would I be in charge of managing other people or just myself?

Would I get bored there?

Would I have the opportunity to learn new skills?

What hours would I work?

Would I get to travel for work?

How much salary would I get?

What is the holiday policy?

Is working from home permitted?

Is the office comfortable?

Is there a work probation period?

What hardware and software do they use?

What are the benefits of working for this company?

What are the opportunities for growth within the company?

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