Laura Jevons is a director in our Cost Management team in London and has been with the business for almost eight years. Having worked across a number of sectors in the early part of her career, she specialized in the Culture sector just over 10 years ago and now works with a number of ‘household names’ across the U.K. including the British Museum, the Science Museum Group, the Natural History Museum, the Barbican, the Eden Project and Royal Botanic Gardens, Kew.

Tell us about what inspired you to join the industry.

I think I was always destined to be a quantity surveyor (QS). My father started out his career as a QS too before going on to be the Managing Director of a contracting firm in the Midlands which he retired from last month. As a young child I would play ‘offices’ with the rolled-up drawings, scale rule, calculator and take off paper that he brought home from work. I also remember helping him sort out subcontract tenders one weekend at his office.

When I left school, however, I went on to study Biochemistry at The University of Leeds but fairly quickly realised that wasn’t the career for me. So, after seeing an opportunity advertised at the careers fair in my final year, I reverted to what I knew and went to play ‘offices’ for real, doing bills of quantities working for a small QS practice in Leeds, who also sponsored me through a master’s degree in quantity surveying and Commercial Management.

What is your favorite ArchTam project that you’ve worked on and why?

I love the iconic and brutalist architecture of the Barbican Estate in London, especially the way that the 44-story residential towers still dominate the surrounding skyline and the maze that is the Highwalks. I’ve always said it was one of my favourite buildings. So when the RFP for the Barbican Renewal Project came out, I was quick to offer to lead and, naturally, was excited when we were appointed to deliver the cost management.

The project is a masterplan development that will see the refurbishment of the 40-year-old, Grade II listed Barbican Arts Centre so that it continues to meet the needs of 21st century audiences. The aim is to bring the deteriorating estate up to the modern standards required for world-class cultural venues, improve accessibility, energy performance and sustainability and connect better with the City and the local community.

I lead the cost management team, coordinating a number of workstreams for the first phase of the project including the foyer refurbishment, the redevelopment of the restaurant block, renovation of the Lakeside Terrace, renewal of the conservatory, the largest Glasshouse in London, plus a major infrastructure replacement program.

As the building is Grade II listed, one of the main challenges in refurbishing and modernising the space has been ensuring that the original design intent of the architecture is maintained and that interventions are sympathetic to the building’s heritage status. An example of this is the bespoke design being developed for the light fittings which are being upgraded from tungsten to LED. They will be specially manufactured to match the existing, original fittings while improving energy efficiency. Further, the façade design has been carefully considered to ensure that u-values meet current thermal insulation regulations but that the slim profile of the glazing frame is maintained to match the existing facade. As cost consultants we have therefore had to ensure that budgets are appropriately set, engaging early with the specialist supply chain to market test our rates and also consider the impact on procurement, ensuring orders are placed to meet long lead times for specialist and bespoke manufacture.

As with any cultural institution, funding is a challenge. Having initially developed an aspirational long term masterplan scheme at RIBA Stage 0/1, we have worked with the Barbican and the design team throughout Stage 2 to prioritise key works for the first five years. We therefore divided our cost plan up into smaller packages of work, assessing issues such as operational criticality, audience experience, sustainability enhancements and logistical implications, then produced a cashflow forecast to help consider affordability. This process has ensured that critical works are being addressed first and having supported the Barbican through the business case development, we have just been awarded funding from the City of London for the first phase of work. We’re currently progressing through RIBA Stage 3, hoping to see the first projects start on site in 2027.

Tell us a story of how your work positively impacted the community.

Working in the Culture sector, most of our projects provide a positive impact on the community. Through either placemaking or through improving accessibility to both performing and visual arts, we help to build community, provide education, strengthen social cohesion and support economic growth.

One project in particular though stands out in this regard and that’s the Eden Project Dundee.

We are appointed as cost managers from RIBA Stage 2 onwards, to support this transformative project to provide a new visitor destination, which will see the remediation of a former gas works in Dundee, Scotland into a biodiverse attraction. It also acts as part of the Dundee Waterfront masterplan helping to regenerate the old, industrial, Dundee waterfront, addressing local challenges outside of the site boundary including public access and lack of amenities. Extensive public realm surrounding the site, a pedestrian bridge joining the Eden Project to the waterfront and improvements to transport connections will catalyse wider transformation within the area to create a vibrant local community, grow the economy, provide new educational opportunities and promote health and well-being for both residents and visitors to the area.

The attraction itself also provides community benefit, seeking to engage people with the wonder of our living world, our dependence on it and the threats that it faces. New, iconic venues, including a re-purposed gas holder will help fuse experience, performance, education, art and research aiming to encourage reflection and action in relation to the climate emergency our precious planet faces.

Sustainability has been the key theme for the project, which will be an exemplar of regenerative design, achieving carbon neutrality, delivering net biodiversity gain and strengthening the health of the natural world. The design therefore maximises circular economy principles and includes for both in-situ and ex-situ re-use along with the use of recycled materials obtained from other projects such as structural elements and glazing. To allow for this, grid sizes of the buildings have been safeguarded to accommodate the type and dimensions of these recycled units. Options are also being considered to sustainably grow timber, locally for use on the scheme. As part of the process, we have therefore had to engage with the local supply chain and sustainability consultant for advice, and market intelligence and testing of these innovative solutions.

The collaborative efforts made by the project team saw planning permission for the project granted in June 2024 and we continue to develop the Stage 3 / 4 design while investment and funding for the project is secured.

Share a piece of career advice.

Try to enjoy work as it’s a major part of your life. It is more fulfilling and rewarding if you are passionate about what you do. So do something you love if you can. I feel very lucky in this regard!

And always remember — it’s nice to be important but it’s more important to be nice.

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The American Institute of Architects (AIA) has elevated Suzanne, who leads our Buildings + Places Education Practice in the U.S. East and Latin America, to its prestigious College of Fellows. This distinction is the AIA’s highest membership honor, recognizing architects who have made significant contributions to the field and achieving a standard of excellence in their profession.

We invited Suzanne to tell us more about her career, the lessons she’s learned along the way and what she sees for the future of the industry.

What does it mean to you to receive this distinction from the AIA?

Receiving Fellowship in the AIA is a profound honor that represents not just personal achievement, but also recognition of the collective impact of my work on the profession, educational institutions and the broader community. I have committed to advancing architectural practice in higher education throughout my career, from fostering innovative design solutions that enhance learning environments to mentoring emerging leaders in the field. This distinction affirms the value of that work and reinforces my responsibility to continue shaping the profession by sharing knowledge, elevating design excellence, and championing sustainability and inclusivity in academic architecture​.

Over the course of your career, what has been your most memorable moment as an architect, or what moment has shaped your approach/philosophy?

One of the most defining moments in my career was leading the McLeod Tyler Wellness Center project at the College of William & Mary. This project challenged me to rethink how architecture can holistically support student well-being, blending clinical, counseling and wellness spaces into a seamless, welcoming environment. By integrating evidence-based design strategies — such as biophilic elements, natural light and adaptable spaces — we created a facility that actively reduces the stigma of seeking support while fostering a sense of belonging and resilience. Seeing students embrace this facility and knowing it has a measurable impact on their mental and physical well-being reinforced my belief that architecture is not just about buildings — it is about shaping experiences that empower individuals and communities to thrive​.

How do you define successful architecture in the context of educational facilities? Is that definition changing as we look toward future trends?

Successful architecture in educational settings is about more than just function — it must foster a sense of belonging, inspire intellectual curiosity and enhance student outcomes. A well-designed academic environment seamlessly integrates flexibility, sustainability and technology while supporting diverse pedagogical approaches. The definition of success is evolving as campuses adapt to shifting learning models, emerging technologies and the growing emphasis on well-being. Today, the best educational facilities prioritize adaptability, interdisciplinary collaboration and inclusivity, ensuring that spaces not only serve immediate needs but also remain relevant for future generations. My work at institutions like James Madison University, Prince George’s Community College and The College of New Jersey exemplifies this forward-thinking approach, where strategic planning and evidence-based design create transformative environments that support both students and educators​.

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Tell us about what inspired you to join the industry

My dad is my inspiration. In my early years, he encouraged me to continue my education and work in a field that I would love to build a career in, and that would enable me to harness my strengths and develop skills that are most in demand by the employers and their clients.

“Get good at something you love and find people who will support you in doing it,” my dad told me. “You’ll naturally gravitate toward that career path — and don’t let anyone sway you otherwise.”

I followed this advice spending 10 years working while studying part time, and with the support of Chartered Institution of Building Services Engineers (CIBSE) gaining my chartered status in 2008. I had several inspirational mentors along the path, some of which I still regularly connect with after a 30-year career to date. Building design is my passion, and I am immensely proud to be leading the building services design and overall design direction of the world’s leading projects. I’ve now worked for 15 years in the UAE, and my journey here is set to continue.

The CIBSE has been a critical part of making this journey possible. Today, I proudly lead the UAE CIBSE Committee as Chair, and I am still actively involved and focused on supporting members gaining their chartered engineer paths and status.

What is your favorite ArchTam project that you’ve worked on and why?

I have worked on many prestigious projects over the past years, so it’s hard to choose a favorite. One project I’m quite fond of was our work on the Mall of Saudi for our client MAF. As the building services lead, growing and mentoring the building services design team and individuals within has been a real pleasure, and the positive feedback and continued relationship building with the client team is equally rewarding.

Destined to become the Kingdom’s flagship destination for retail, leisure and entertainment, Mall of Saudi will feature an exclusive mix of Saudi Arabia’s most prestigious regional and international brands, alongside an exceptional food and beverage and leisure offering, consists of 296,000 square meters of mall gross leasable area, over 600 stores, 10,0000 parking spaces, 33,200 dedicated dining space, 5-star luxury hotel with over 275 rooms, and a 40,000-square-meter indoor snow park and ski slope. Our building services team were scoped to design all the above.

The team has achieved mighty things since the start of the concept design, working in a 3D environment culminating in a world-class coordinated building services design meeting the client’s current and future needs. Leading the team from my perspective focused on setting out the basis of design and design strategies across all systems and then empowering members of the team to take the lead and as importantly, ownership of their design elements. The collaborative ‘One Team Approach’ mantra was not only spoken about frequently but demonstrated each day as the project progressed.

Tell us a story of how your work positively impacted the community.

My goal is to positively impact those around me each day of my working life. From a work perspective, it’s all about our people, support and mentoring, as well as inspiring the new generation to grow, lead and be the best gets me out of bed early each morning.

At project level, a good example positively impacting the community is Diriyah Square. An iconic project in the making, situated 15 minutes northwest of Riyadh’s city center, the Diriyah Square district will be reflective of the kingdom’s culture and heritage. An important part of the district, the car park has been approaching 1 million square meters in floor area.

Working with our client DGDA, the buildings team delivered a world-class design for this landmark project. The project focused on the community’s need for hospitality as an important cultural value in Saudi Arabia creating a major retail and, food and beverage hub as well as outstanding spaces important for social interaction and building a sense of community.

Share a piece of career advice

Venture outside of your comfort zone.

When you try new things, you prepare yourself for your next role. Consider taking on new and difficult tasks that you aren’t comfortable with to expand your skill set. Every day is a school day.

One piece of career advice for venturing outside of your comfort zone is to start small. I applied this principle in the early years of my career. This can help build confidence and momentum as you take on bigger challenges. For example, if you are normally a quiet and reserved person, you could start by speaking up more in meetings or presenting in front of a small group.

As you become more comfortable with this, you can gradually take on larger speaking roles or tackle bigger projects that require you to step out of your comfort zone. Another tip is to find a supportive mentor or coach who can help you identify opportunities to grow and provide guidance as you take on new challenges. I have much to thank my past mentors most of which were not aware they were mentoring me.

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