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Can you tell us how you got started in your role?

My career started in a laboratory while working for the Australian government. I quickly learned that lab work was not inspiring to me so I embarked on postgraduate studies in landscape architecture. From there, I worked on incredible projects throughout Asia Pacific, including Putrajaya in Malaysia and the rowing venue for the 2008 Beijing Summer Olympics, and eventually landed in the Middle East.

In my career journey, I’ve had the pleasure of working with leaders who gave me a broad range of assignments, geographically and technically, that enabled me to grow beyond my technical design background. In 2004, when I was working with EDAW, a landscape architecture firm, I moved from a design operations role in Shanghai to lead an office in Melbourne, which helped me develop a much deeper understanding of business fundamentals, including strategy and performance.

What do you like best about your job?

I enjoy the diverse responsibilities, which span operational issues, such as cash flow and business unit performance, to working with our people and clients to solve various challenges. But there is no greater satisfaction than seeing our projects delivered on the ground and the positive impact we have on our community and environment.

What are some challenges you didn’t expect?

One of the challenges I found was more of a cultural difference of how to approach complex issues and how having strong relationships were key to resolving them. It can take a long time to build connections and so you must have a high level of patience and determination to forge these bonds, and that often takes many years. One of the challenges I found was more of a cultural difference of how to approach complex issues and how having strong relationships were key to resolving them. It can take a long time to build connections and so you must have a high level of patience and determination to forge these bonds, and that often takes many years.

What advice would you give to someone exploring an operations role?

The COO role is quite broad and covers a range of areas from business strategy to financial performance to people. I would recommend anyone interested in operations to consider the following:

1. Be agile and proactive
   Look for opportunities to gain experience working in teams of various sizes, diversity and environments. Some of the experience I found managing a small design team in Shanghai was applicable to much larger teams in Melbourne and Qatar.
2. Be curious
   Take time to understand the breadth of the business and the forces that shape the industry — this includes identifying and nurturing colleagues around you who will help you in the journey.
3. Invest in education
   I pursued an Executive MBA in 2016 that provided a deeper understanding of key functions such as marketing, people and financials that have informed my decision-making and enabled me to engage more productively with leaders in those areas of expertise.

At ArchTam, we believe infrastructure creates opportunity for everyone. What does creating opportunity mean to you?

Creating opportunity means putting in place the fundamentals, whether it is personal, professional or technical learning, that enable people to thrive within new environments or challenges. Creating opportunity requires building blocks to be in place for other endeavors to be successful.

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We asked our women employee network: What’s the best career decision you’ve ever made? From associate vice presidents to senior engineer consultants, here’s what they had to share.

 Ready for your next big career move? Browse our Careers site and sign up for our Talent Network to stay in the loop on new opportunities.

Amy Canfield – Associate Vice President, Transportation

I attribute a lot of my success to identifying mentors early on in my career. I’ve proactively sought out relationships with people in positions I aspire to and I’ve been fortunate to have several people take me under their wing. The advice, cautionary tales and relationships they helped me foster have shaped my career goals. I’ve surrounded myself with allies who truly care about me and support my ambitions — both professional and personal. I don’t work in fear and because of that, I’m happy, I take chances and I’m not afraid to dream big.

Dana Al-Qadi – Senior Engineering Consultant

The best career decision I ever made was realizing that careers are hardly ever built on a single decision. Careers are the culmination of all the times we decide to say “yes” — a tiny word that can lead to immense change. I have benefited from saying yes to working in new disciplines, investing in my own technical growth in emerging areas, prioritizing learning from our many experts and committing my time to mentorship and team growth. Even when opportunities do not immediately seem like they fit in the larger goals of your pre-planned career, they can still be incredibly valuable.

Maria Ivanova – Architect
The best career decision I’ve ever made was to join the graduate development program in Continental Europe. It introduced me to new people in various roles who had different expertise. I’ve learned that expanding my network is one of the most powerful development tools. Collaborating with and learning from others has helped me become more confident, both personally and professionally — I was able to settle in to a new role in Kazakhstan with ease. I am now a big advocate for the graduate development program and lead initiatives to bring more talent to the Eastern Europe region.

Amineh Ahmad – Senior Engineer, Project Controls

My career path with ArchTam started in 2015 as a graduate project controls engineer, where I supported design projects and had the opportunity to work with an amazing project manager who later became my mentor. The best career decision I’ve ever made was during my second year — I had a choice to continue on my current path or join the civil infrastructure end market. The idea of changing end markets was terrifying because it involved a transition from residential and healthcare to ports and bridges. I also had to consider the established relationship with my mentor. Ultimately, I decided to make the shift because of the new challenges that my new work profile and projects would bring. Making this change helped me gain confidence and increased my sense of accomplishment at work.

Bryony Martin – Regional Director and B+P UK&I Aviation Market Sector Leader

The best career decision I ever made was to get a mentor. My first mentor was a director working at ArchTam, but on a completely different team. Having someone to bounce ideas off of was hugely valuable; I was lucky that my mentor had faced many of the challenges that I was facing, was very successful in her career and was formidable in her approach to work. She challenged me to think differently about work and life! She has been one of the most influential and inspiring people in my career. Ever since building our relationship, I have been a huge advocate for the mentoring process, and I have learned to accept constructive feedback and use it to improve my skills and reflect on the impact I make.

Elke Watts – Operations Manager

The best career decision I’ve made has been to say “yes” to things outside my comfort zone. I joined ArchTam as an environmental scientist in 2014. After a few years managing projects and delivering technical work, I wanted to explore doing entirely different things. When opportunities to work on new projects within the business became available, I took the chance to branch out. The unknown can be perceived as risky, but by saying yes and opening myself up to new tasks, I secured an amazing job working with a team that I love. The ANZ Operational Services team has allowed me to work with a diverse group of people and on challenging projects — ultimately making me a very happy employee! Change is constant. Don’t be afraid of it. You don’t want to be the person whose heels are in the mud when the wagon starts pulling you in different directions.

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Jacinta McCann, global lead for ArchTam’s Design + Planning practice and president of the Landscape Architecture Foundation, kicked off the discussion by showing the experience of different cities – Sydney and its Opera House (a single object); Doha’s Marina Bay (a cacophony of objects where ArchTam is now designing a public realm to stich it all together); and New York’s Rockefeller Center with the art of Jeff Koons. Iconography can come in many different shapes and sizes, Jacinta said.

Ross Wimer, Americas lead for ArchTam’s Architecture practice (pictured above), explored the idea that a building could be iconic not just on the outside but on the inside. Drawing on the example of a tower project he has worked on in China, Ross showed how internal workings and innovations in sustainability and structure can speak just as powerfully about a city’s aspirations –  if not more so, in fact – than its striking profile in the skyline. Ross talked more about this in a recent podcast.

Stephen Engblom, Americas lead for ArchTam’s Design + Planning practice, took a historical view of iconography. From the Victorian train stations of the industrial era, to the towers of the roaring twenties in America and today’s Gulf States and China, iconography follows the money so to speak. We can trace a direct correlation between waves of economic progress and architectural expression. The latest evidence of this, Stephen noted, is the recent trend of tech companies commissioning grand headquarters projects by starchitects, a phenomenon best reported by architecture critic Paul Goldberger in Vanity Fair. There’s Apple and Foster, Facebook and Gehry. Twitter’s headquarters remains one of the last holdouts of urban grit in San Francisco.

Bill Hanway, global lead for ArchTam’s Architecture practice, conjectured that perhaps what’s most important to a city is not an iconic building or even an iconic skyline, but great systems underpinning it all. Bill cited the example of our work as masterplanners since 2005 for the Queen Elizabeth Olympic Park. There, striking structures such as Zaha Hadid’s Swimming Pool, Anish Kapoor’s Orbit, or Hopkins’ Velodrome are carefully knit together into a cohesive park with new transport interchanges: the centerpiece of a powerful legacy plan that emulates London’s traditional village patchwork pattern, far more iconic overall than any of the individual buildings.

Susan Szenasy, publisher of Metropolis, agreed with Bill’s assertion, noting that many cities suffer too many little silos. Paula Deitz, editor of the Hudson Review and landscape architecture critic, asked if this question is something more and more cities around the globe are asking themselves as big challenges like climate change would seem to dwarf any particular iconic building. Other attendees included writers and editors from The Architects’ Newspaper and Architect Magazine, as well as representatives from the Van Alen Institute, Columbia University’s Graduate School of Architecture, Planning and Preservation, the Institute for Public Architecture, the New York Mayor’s office, and the New York City Economic Development Corporation.

Balancing the need for iconic architecture with the bigger picture of urban systems and challenges is an issue that ArchTam grapples with in its work with cities around the world. There’s probably no more striking example of architectural firepower than Saadiyat Island, Abu Dhabi. There a cultural district is under construction that will feature a particular intensity of iconography: Frank Gehry’s Guggenheim Abu Dhabi, Norman Foster’s Sheikh Zayed Museum, Zaha Hadid’s Opera House, Tadao Ando’s Maritime Museum, and Jean Nouvel’s Louvre Abu Dhabi. ArchTam has carefully masterplanned Saadiyat so that these jewel-like icons can shine, but are firmly embedded into the urban fabric of Abu Dhabi. It’s a ‘master-architect’ role that requires flexibility grounded in respect for the power of striking architecture while with an eye to the whole urban puzzle. Abu Dhabi is a forward-thinking emirate trying to make a statement about the power of culture in a region fraught with conflict: a line-up of beautiful temples to knowledge and expression by architects who are diverse in both architectural style and cultural origin. Criticised by some as extravagant, it might just be an iconography that its time and place needs, considering the regional context.

Saadiyat Island Cultural District.

In Cambridge, UK, we are undertaking a similar role as our masterplan for the University of Cambridge’s Northwest extension enters its first development phase. We have helped to assemble a cracker-jack team of some of the UK’s and Europe’s most interesting architects to design new residential and academic clusters in what will be the largest extension for one of the world’s oldest and most prestigious universities. The project, for which ArchTam has been shortlisted for the World Architecture Festival Future Projects award (winner to be announced this week in Singapore), brings together a coalition of architects: Alison Brooks, The AOC, Cottrell Vermeulen, Maccreanor Lavington, Marks Barfield, Mecanno, Mole Architects, MUMA, Pollard Thomas Edwards, RH Partnership, Stanton Williams, Wilkinson Eyre, and Witherford Watson Mann, with ArchTam as landscape architects as well. The architecture will be refined, a touch eclectic but very much in the spirit of European city-making that makes places like Cambridge so special.

New residential courtyard in Cambridge University’s northwest extension.

In contrast to Saadiyat, it is a subtler iconography, but iconic nonetheless. Given Cambridge’s centuries of heritage and status as a UNESCO World Heritage Site, new architectural interventions must be deftly handled and delicately conducted to respect what is a memorable place. Each architect will have her or his own distinct expression, and the result will be contemporary. Centuries from now, it will be the early 21^st century layer in the rich Cambridge texture that includes the Victorian, Georgian, Elizabethan and Medieval. Taken together, these make one iconic place, especially when one takes the long view of history.

That’s why in retrospect, the right question probably isn’t do our cities need more icons. It’s more multifaceted than that. Iconography is about symbolism and aspiration, and these are at the heart of architectural expression and civic building. As urbanists, we should be questioning not whether we need more icons – our cities thrive on them – but how can they be better and more relevant to the people they are intended to inspire? Are we designing the right kinds of icons? Can a city as a whole be an architectural icon?

Daniel Elsea (daniel.elsea@archtam.com) is creative director for ArchTam’s Buildings + Places group.

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