Building for Success recap
To mark World Architecture Day 2025 on 8 October, the ACA QLD/NT hosted Building for Success – a panel discussion on sustaining a successful architectural practice in today’s environment. Rozzy Middleton shares a recap.
Moderated by Lindy Johnson, of Lindy Johnson Creative, the discussion brought together four Queensland practitioners whose practices represent a cross-section of scale, structure and philosophy:
- Michael Christensen, m3architecture
- Alexandra Buchanan, Alexandra Buchanan Architecture
- James Davidson, JDA Co.
- John Ellway, John Ellway Architect
The conversation explored the realities of running a contemporary practice – from leadership models and growth to culture, wellbeing, and succession planning. It offered practical and reflective insights into how architects define and sustain success.
Different structures, shared values
Michael Christensen described the evolution of m3architecture’s six-director model as a deliberate response to how the team wanted to work. “All six of us are project architects,” he explained. “We share management responsibilities so that everyone remains closely involved in design and day-to-day project delivery.”
For Christensen, success lies in stability rather than expansion. “We’re not focused on growth for growth’s sake,” he said. “Our priority is the sustainability of the practice and the people within it. We make decisions collectively, which can be slow, but it ensures that our work and culture remain aligned.”
Alexandra Buchanan reflected on establishing and leading Alexandra Buchanan Architecture across studios in Brisbane and Melbourne. Trained in the UK and having initially set up practice by circumstance rather than design, she described her approach as “organically developed” but underpinned by intention and reflection.
Buchanan spoke of the challenges of running a multi-city practice and the importance of structure and mentorship within her team. “We regularly review who’s doing what within the studio,” she said. “It’s about recognising strengths, identifying where support is needed, and ensuring the work is sustainable. I want my team to see the practice as something they can shape and grow.”
Operating in both cities has also broadened the practice’s perspective. “Melbourne and Brisbane offer very different conditions – in planning, climate and culture – and that diversity is valuable. It keeps the practice responsive and open to change.”
James Davidson says that JDA Co. was founded in 2009 at the height of the global financial crisis – an unlikely beginning that set the tone for a practice defined by resilience and social purpose.
Originally working on climate adaptation and Indigenous community projects, JDA Co. has since expanded to include one of Australia’s most experienced heritage teams. Davidson attributes that growth to a clear ethos and a willingness to adapt. “I surround myself with good people and trust them,” he said. “We hire specialists – from environmental engineers to communications staff – and encourage everyone to work across disciplines rather than in silos.”
The firm’s strength, he explained, comes from clarity of purpose. “Our work has always been grounded in social value and environmental responsibility. Growth is only worthwhile if it supports those goals.”
John Ellway, who operates as a sole practitioner, offered a contrasting but equally deliberate model. “I’m not interested in expanding,” he said. “I want to work on a small number of projects that I can give proper attention to.” For Ellway, independence allows for precision and control. “Working solo means you can say no to projects that don’t align with your values. It keeps the work focused and the quality consistent.”
He acknowledged the challenges – particularly workload management – but emphasised that the benefits of autonomy outweigh the drawbacks. “It’s about being clear with clients from the outset: I work slowly, and that might not suit everyone. The right clients understand that.”
Decision-making, mentorship and succession
The panel also addressed how decisions are made within their practices and how knowledge is shared. From WhatsApp peer groups to external advisors, each architect spoke about the value of professional support networks.
Buchanan described engaging a marketing consultant to help reposition her practice, while Davidson outlined his use of an informal advisory board for business strategy. Christensen noted that m3architecture’s strength lies in open debate: “Decisions are made through discussion. It can be time-consuming, but it’s robust.”
On succession, each speaker acknowledged that planning for the future is an ongoing conversation rather than a fixed process. Christensen shared that m3architecture is transitioning towards equal shareholding across its six directors, after inviting two new directors to initially join with minor equity, ensuring continuity and shared responsibility. Buchanan hopes to see members of her team take on leadership roles in time, while Davidson views succession as the continuation of ideas rather than ownership. “The goal is for the people who stay to believe in what we’re doing and carry it forward.”
Ellway, representing the sole-practice perspective, was pragmatic: “There’s no succession plan – just maintaining the work and ensuring the quality holds over time.”
Looking ahead
To conclude, each panellist reflected on what currently motivates or excites them about practice. For Ellway, it’s a move into new territory with his first rural project. For Christensen, it’s watching newer directors step into leadership roles. For Buchanan, it’s a period of strategic reflection, “considering where the practice has come from and how we continue to evolve.” For Davidson, it’s a transformation: “We’re in a period of rapid change, and I’m interested in seeing what that brings.”
Building for success
The discussion revealed that while each architect operates differently, they share a commitment to integrity, collaboration and resilience. Whether leading a large practice or working independently, success was defined less by growth or recognition and more by alignment – between values, people and purpose.
Building for Success offered a timely reflection on how architectural practices of all scales are shaping purposeful and sustainable models for practice in an evolving profession.