Leone Lorrimer, CEO at Suters, has over 25 years of experience as a major projects architect and strategic planner.
She has worked on major and high profile projects, including dense urban ‘cities’, resort residential, iconic buildings, business parks and educational institutions.
Architecture & Design spoke to her about where she would like to lead Suters, the way technology is changing architecture and why the Opera House is one of the best designed buildings in the world.
Where would you like to see Suters in five year’s time?
We intend to become known as Australia's design leaders in improving the quality of life for people and communities; architects of choice for critically acclaimed projects; and a collection of talented people who engage with clients and community to create value and social cohesion in every project that we plan and design.
What do you think would need to happen and/or change for Suters to get to that point?
We’ll do this by reconnecting communities with the power of architecture to instil community pride, identity and sense of place. We are specialists who work in a number of community elements. We would like to see more visionary planning and land use allocation in local communities that would allow for the collocation of sport and recreation, community, retail, residential and seniors living at public transport nodes.
We also plan to establish strong relationships with our clients so that they trust us to meet the challenges of the future through innovation and continuing our policy of strategic recruitment, combined with a grass roots design culture, to build our skills and develop our talent and our knowledge.
What do you think the biggest issue is facing the architectural industry at the moment?
Technology is changing the way things work, not just for us but for all businesses. Architects who stick their heads in the sand will be left behind as their clients use different channels of research and communication and their competitors' ability to resolve complex challenges and provide technology-enabled levels of service allow them to quickly overtake the old masters.
Aggregation is happening in all professional services areas. AEC conglomerates are moving into an increasingly dominant position in the market. To compete, architects need to increase in size, specialise, design quality [buildings] and [have] knowledge.
What can be done to overcome that challenge?
With regard to technology, leaders need to become tech savvy. They need to understand how their customers use technology to research the architectural and design market. They need to build the tools and manage the channels that provide that access and connectivity. Internally, they need to build capability and change processes to leverage technology to increase the sophistication and speed of service, at the same time as reducing the cost of the services they provide.
With regard to scale and skill, architects need to be clear about their markets and their business model. We work in alliances that often lead to merger to grow our business, thereby increasing our geographic coverage, our number and range of specialists and to provide greater security against cycles and markets.
What do you think has been the most significant change in architecture from when you first started 25 years ago?
1. Increased sophistication of the building industry through the development of drawing, modelling and communication technology.
2. The advent of the holistic developer/builder.
3. The internationalisation of the design industry.
4. New materials and building processes.
What hasn't changed are the values, the concern for the environment or the passion for design and innovation. All these tools, together with the desire of more educated clients, mean that we are able to achieve great outcomes more easily.
Has it become easier for female architects to work in the field?
There have always been lots of female graduates. Now, many more remain in the profession longer, due to more flexibility in working arrangements and there are more choices available. Many women architects end up as clients, project managers or in building or supply companies. Architecture is a great education for lateral thinking and women are particularly good at that. Hence, they are valued widely in the industry in general. Hopefully in the future we can see pay levels equalise and more women at the top.
What is one building that you wish you had designed and why?
The Sydney Opera House. It is a building that has an identity that resonates both locally and internationally. It was funded privately, but is a public forum. Its enclosure is self-cleaning, so it uses no water yet always looks sensational. The carpark is innovative, functional and was constructed without impact on a single tree in the park overhead. I don't know anyone who doesn't know and love this building.
