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Jo Cowen, founder of Jo Cowen Architects, explains her ethos for managing a practice and what drives her as a designer
WHY DID YOU DECIDE TO FOUND YOUR OWN PRACTICE IN 2012? I have always had the ambition of starting my own practice but knew I had to develop my technical and strategic knowledge before I was able to do so. After a number of years at Foster + Partners and then Rogers Stirk Harbour + Partners, I took the plunge and established Jo Cowen Architects alongside my co-director Chris Wilkinson. Chris and I felt we had the opportunity to bring ‘big practice experience’ to a smaller studio setting and focus on projects that delivered high quality design, regeneration, and intrinsic value to our clients and end users. There was a naivety in choosing to establish the practice at that point as we were mid-recession and finding work was hard. But we navigated the market, originated opportunities and kept a small but highly efficient team going until we had a more reliable pipeline of opportunities.
WHY DID YOU BECOME AN ARCHITECT?
MOORE PARK ROAD
A renovation of a five-storey Georgian house in Chelsea with a “radical” series of extensions
Architecture and the built environment in which we live has always interested me. Having grown up in South Africa where the predominant architecture is vernacular, I welcomed the opportunity to come to the UK and train with the leading architects and urban designers in the world.
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WHAT IS YOUR FAVOURITE SECTOR TO WORK IN CURRENTLY? Our practice maintains a diverse approach when it comes to the different asset classes and seeks to take a fresh approach to each sector. The practice has become thought leaders in both residential, commercial and mixed use projects, and that’s reflected in our past work and the pipeline coming through. We are thoroughly enjoying the work we are doing in the Build to Rent (BTR) sector, an exciting and rapidly growing asset class, which is underpinned by long term institutional investment aimed at curating high quality housing and regeneration. Design, robustness and longevity underpins the sector and there is generally a real desire to create the highest quality housing for the next generation.
WHAT HAS BEEN YOUR BIGGEST LESSON FROM LEADING A FAST- GROWING PRACTICE?
Whilst we do have some specialism in BTR, it’s really important not to pigeonhole yourself in terms of the sectors you work in. The real estate arena in the UK is constantly evolving and changing. ‘Specialising’ in just one sector can be prohibitive. Most importantly though, I think it’s really important that our staff understand how to balance good design with commercial viability. We have tried to drill home the point that while clients might be impressed by your intricate and eye-catching architecture, if it’s not financially viable for them then there’s just no point. That approach is one that’s going to win you repeat business and minimise the amount of ‘paper architecture’ – projects that never get off the drawing board.
WHAT DO YOU LIKE MOST ABOUT RUNNING A STUDIO?
I walk into the studio every day and constantly feel so fortunate to have the team of architects and support staff that we do. There is a real buzz and energy and great friendships amongst the teams. As Richard Branson said, “culture trumps strategy.” The growth of the studio has also been satisfying, as it reflects the great work we’re all doing. Running your own studio means you need to be immersed in all aspects of the business, whether that is involved with running projects, strategising for the year ahead or out securing new business. Chris and I love the intensity of it all, and think it’s important that everyone in the studio mirrors this enthusiasm.
ADF DECEMBER 2019
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