Ken Shuttleworth is a globally renowned architect known for his innovative and sustainable designs. Over his 40-year career, he has contributed to iconic landmarks such as the Gherkin, City Hall, the Millennium Bridge in London, and the acclaimed Hong Kong International Airport. In 2004, he founded Make Architects, an award-winning, employee-owned firm celebrated for its design excellence. With over 100 projects under his leadership, Ken's prior experience includes a distinguished career as a Director at Foster + Partners. He is a Fellow of the Royal Society of Arts, Past President of the British Council for Offices, and founder of the Future Spaces Foundation.
A Midlife Renaissance
Reflecting on his departure from Foster and Partners after a 30-year tenure, Ken describes a period of personal and professional upheaval. "I got to 50 and had my midlife crisis," he admits. This phase saw him leaving "the best job in the world," undergoing a divorce and eventually remarrying and starting a new family. Amidst these changes, the completion of major projects like Wembley Stadium and The Gherkin coincided with a lull in the market, prompting Ken to contemplate his next steps. "It was that moment in your life where you think, what am I going to do?" he reflects.
The decision to establish Make Architects stemmed from a desire to continue his passion for architecture while creating a new kind of business. Despite receiving numerous job offers, Ken was driven by the ambition to build a design firm that attracted the best people. This vision established Make Architects as 100% employee-owned from the outset, a model inspired by the John Lewis partnership - a well-known department store in the UK.
This brand new model for an architectural practice was revolutionary, 20 years ago. He sought to create a firm where credit and ownership were shared, eschewing the traditional model of naming the practice after its founder.
"I went against that," he says, emphasising the importance of giving employees credit for their work. This ethos of collective ownership and responsibility has been a cornerstone of Make's success, attracting top talent motivated by more than just financial gain.
Employee Ownership Role Model
The structure of Make Architects as an employee-owned trust means that no individual owns shares; instead, they are held collectively for the benefit of all employees. Ken elaborates, "Everybody effectively owns the business because nobody else owns it." This model fosters a unique workplace culture where employees are deeply invested in the firm's success, contributing to a collaborative and supportive environment. "If somebody's struggling, others will pile in and help out," Ken notes, highlighting the sense of community and shared purpose that defines Make.
The firm's success challenges the industry to rethink traditional business models, proving that a company can achieve excellence and innovation while prioritising the well-being and engagement of its employees.
Ken's journey from a midlife crossroads to the helm of a pioneering architectural practice is a compelling narrative of innovation, resilience, and the power of a shared vision. As Make Architects continues to shape the built environment, its foundational principles of employee ownership and collective responsibility remain more relevant than ever, offering a blueprint for the future of architectural practice.
Design for Impact
“Make has always been about creating buildings that fundamentally change people's lives”, says Ken. From its inception, he has been positively surprised and encouraged by the diversity of clients drawn to this clear mission, including new clients who have not engaged with his previous firm, Foster and Partners, as well as, existing clients who have chosen to follow Ken into his new venture. This mix of clientele has been pivotal in reestablishing Make's primary purpose.
Make Architects does not adhere to a one-size-fits-all or house-style approach. Each project is a unique exploration, tailored to the specific site, moment in time, budget, location, and climate. This bespoke methodology ensures that no two Make projects are alike, with each one crafted from scratch to meet its unique requirements. This stems from an inherent curiosity and desire for exploration.
However, this bespoke approach presents its own set of challenges, especially from a business perspective. The architectural industry often grapples with the balance between applying lessons learned from past projects and the necessity of starting anew for each commission. Ken acknowledges this tension but sees it as an integral part of the creative process. With over five decades of experience, he views his knowledge base as an inbuilt filter through which new designs are conceived.
This does not mean directly reusing elements from previous projects but rather allowing past experiences to inform new creations rapidly and intuitively.
While there are certain repeatable elements, such as specific door details, the majority of Make's work is conceived from the ground up for each project. This approach, while potentially less efficient from a purely business standpoint, is crucial for maintaining the firm's innovative edge and retaining its talented team.
Ken notes that the fee levels in the UK, compared to those in the US, facilitate this creative freedom, allowing Make to avoid the cookie-cutter approach seen in some markets. This ability to innovate from scratch is deeply rooted in British engineering and architectural culture, distinguishing Make Architects from its counterparts.
In essence, Make thrives on its commitment to bespoke design and client diversity, navigating the challenges of innovation with a deep-seated belief in the transformative power of architecture. Through Ken's leadership, the firm continues to push the boundaries of what is possible, crafting each project with a fresh perspective and a dedication to changing lives through design.
Make Neutral
Striking a balance between aesthetic appeal and environmental responsibility is increasingly paramount for project teams today. Make stands out for its ambitious approach to achieving Net Zero targets. The firm's initiative, dubbed "Make Neutral," exemplifies its commitment to reducing carbon emissions and promoting sustainability within the industry. An internal group, comprising material technologists and other specialists, actively integrate into all projects, embodying the firm's ethos that everyone is a part of the effort to save the planet.
The shift in client attitudes towards sustainability is moving in the right direction, with more clients now on board with the agenda from the outset.
This marks a significant change from just five years ago when persuading clients to adopt sustainable practices was extremely challenging. Today, Make is selective in its partnerships, choosing to work with clients who share their commitment to sustainability.
Rethinking the Glass Box
Ken relays the importance of minimising the use of glass in projects, a stance that may diverge from contemporary architectural trends but is crucial for enhancing insulation and reducing energy consumption. This is part of a broader strategy to design highly insulated buildings with strategic glass placement, ensuring views and daylight where necessary without compromising on thermal efficiency.
The allure of the glass box design has long captivated both architects and the public alike. Its sleek, reflective surfaces offer a seamless connection between the interior and the exterior, blurring the lines between built and natural environments. However, Ken challenges this enduring fascination, advocating for a shift towards more energy-efficient and environmentally conscious designs.
Ken recalls the early days at Make Architects, where the team embarked on a bold initiative dubbed "Death of the Glass Box." This movement aimed to question the sustainability of entirely glass buildings, which, despite their aesthetic appeal, often fall short in terms of energy efficiency. The initiative sparked controversy, even leading to the firm's symbolic expulsion from the glass and glazing industry's inner circles. Yet, it underscored a critical message: the need for the architectural community to embrace more sustainable practices.
Strategic Decisions
Make employs a meticulous strategy when it comes to selecting projects and nurturing client relationships. Each project is evaluated on its own merits, considering factors such as location, client, budget, and the firm's experience in the relevant area. A core group within the firm deliberates on the potential of each project, ensuring a strategic approach to project selection.
Financial due diligence is also a critical part of the process, with the firm's accounts department vetting potential clients to ensure financial stability and legitimacy. This careful screening process helps Make avoid engagements with unreliable entities, focusing instead on projects that align with their values and standards.
The ideal client for Make is one without preconceived notions and is open to the collaborative and evolutionary design process that the firm champions.
Ken acknowledges that clients with less experience tend to have fixed ideas, whereas those who have worked on multiple projects understand the value of exploring different possibilities with their architects.
This collaborative journey often leads to outcomes that exceed initial expectations, highlighting the benefits of an open-minded approach to architectural design.
Numerous repeat clients demonstrate Make Architects' ability to deliver exceptional service and foster lasting relationships. The firm's emphasis on collaboration, exploration, and sustainability has not only attracted a loyal client base but has also positioned it as a leader in the creation of environmentally responsible and innovative architectural solutions.
A Personal Favourite
For Ken, it’s hard to look past 5 Broadgate as one of his most favoured projects. It stands as a testament to the role of client-focused design combined with environmental consciousness. Spearheaded by Make Architects, this monumental project not only redefined the landscape of London but also marked a pivotal moment in the firm's journey towards creating more adaptable and sustainable workspaces.
A genuine game-changer.
This project was a collaboration between Make, British Land (the developer), and UBS (the end-user). Spanning over 700,000ft2, it became the largest project undertaken by Make to date. What set this project apart was not just its sheer scale but its bold departure from conventional design norms. The building's stainless steel exterior, reminiscent of a Swiss watch, and its strategic use of small windows for energy efficiency, underscored a commitment to both aesthetic excellence and environmental responsibility.
Unlike typical developments, the 5 Broadgate project was driven by the specific needs of UBS, rather than a generic developer's checklist. This bespoke approach allowed for a design that prioritised low energy consumption and large floor plates, breaking away from the standard specifications often found in commercial office buildings. The project also navigated complex political landscapes, including considerations around the potential listing of the Broadgate area, showcasing the intricate balance between innovation and respect for the urban context.
Traditional speculative office buildings, designed to appeal to a broad audience, often lose the opportunity to tailor spaces to the unique needs and aspirations of individual occupants. In contrast, the UBS project demonstrated how a focus on the end user's requirements can lead to more meaningful and functional design outcomes. This user-centric approach not only resulted in a building that truly serves its occupants but also set a new standard for flexibility and adaptability in office design.
One of the most forward-thinking aspects of this project was its built-in flexibility.
The design incorporated panelised structures that could be disassembled and reassembled, allowing for future modifications without significant disruption. This adaptability extended to the building's interior, where atriums could be adjusted to change the spatial dynamics in response to evolving needs. Such features underscore the project's anticipation of the changing nature of work and the importance of creating spaces that can evolve over time.
Leadership Success Traits
Maintaining a broad, strategic vision and meticulous attention to detail is a nuanced art, especially for leaders and founders, Ken admits. This delicate equilibrium is crucial for steering a firm towards innovation and success while ensuring that the foundational values and the overarching mission remain intact.
At the core of Make Architects lies a leadership team composed predominantly of architects, a strategic choice that underscores the firm's commitment to architectural excellence. This team, referred to by Ken as the "backbone of the office," is pivotal in supporting the various facets of the practice, from HR to financial management. Despite not being a high finance expert himself, Ken emphasises the importance of basic financial wisdom - spending less than what is earned - as a guiding principle for the firm's management.
Leadership at Make Architects is not confined within the walls of its London office but extends globally, with a director stationed in Hong Kong, reflecting the firm's international footprint. This distributed leadership model facilitates decision-making that is responsive to the diverse needs and contexts of projects across the globe. The primary focus of these decisions revolves around project selection, a process that is less about secrecy and more about the strategic evaluation of potential projects based on the firm's capabilities and aspirations.
Nurturing a Culture of Excellence
For Ken and his team, the pursuit of excellence is not about replicating the grandeur of iconic structures like the Sydney Opera House for every project. Instead, it's about tailoring their best efforts to the specificities of each site, budget, and client requirement. This bespoke approach allows Make to extract the maximum potential from a site, whether it's maximising the usable area, enhancing efficiency, or ensuring ecological sensitivity.
The criteria for success vary significantly from one project to another, influenced by factors such as the project's impact on the landscape, its ecological footprint, and its integration with the surrounding environment.
Make has cultivated a culture where excellence is a fluid concept, this philosophy empowers the team to explore a wide range of design solutions, pushing the boundaries of creativity and innovation. The firm's commitment to producing the best possible outcome for each project is a testament to its dedication to not just meeting but exceeding the expectations of clients and communities alike.
Smart Refurbishment
The dialogue surrounding demolition and material reuse highlights a critical aspect of contemporary architectural practice: the need to balance historic preservation with the imperative of sustainable development. This conversation underscores the importance of not merely extending the life of outdated buildings but reenvisioning them in ways that contribute to a more sustainable and aesthetically enriching built environment.
Constraints, whether environmental, technological, or material, don’t stifle creativity but rather, foster it. Compelling architects to think beyond traditional boundaries and envision designs that are not only aesthetically pleasing but also environmentally responsible and socially relevant.
Navigating Market Dynamics
Make's philosophy is a commitment to excellence over expansion. The firm harbours no aspirations of becoming the largest or most widespread practice. Instead, its focus remains on delivering projects that make a tangible difference, improving the quality of life for communities and individuals alike.
This ethos resonates deeply within the team, fueling a collective passion for each project and the pursuit of innovative solutions.
The built environment is inherently cyclical, with market fluctuations posing challenges in maintaining a steady stream of projects. Ken reflects on his tenure at Foster + Partners, where a continuous flow of groundbreaking projects fueled the firm's momentum. Today, the quest for new opportunities remains as vital as ever, requiring a delicate balance between ambition and pragmatism.
Entrepreneurial Leaders
Make's versatility across various sectors - from residential and commercial to educational and beyond - enables the team to apply their expertise in novel contexts. This multidisciplinary approach, coupled with a growing interest in refurbishment and interior design, positions the firm to adapt and thrive.
Ken reiterates the importance of nurturing leaders who are not just architects but entrepreneurs at heart. The essence of employee ownership at Make Architects ensures that the practice doesn't hinge on a single individual's presence, including Ken himself. This model fosters a sense of continuity and collective ownership, encouraging leaders to think about the firm's future direction without the burden of financial buyouts.
The vision for future leaders is clear: they should be forward-thinking and capable of steering the practice towards new horizons, leveraging the foundation of collaborative ethos and innovation that Make Architects is known for.
Leading from the front is how Ken describes his leadership style. He believes in taking on challenges head-on and sharing the load rather than delegating unpleasant tasks. This approach not only fosters respect and loyalty among team members but also cultivates a culture of accountability and shared responsibility.
Ken also touches on the importance of authorship and acknowledgement within the architectural industry. He criticises practices for not recognising the contributions of the entire team, advocating for a more inclusive approach where everyone's efforts are rewarded. This philosophy not only enhances morale but also encourages a sense of ownership and pride in the work produced, further driving the firm's success.
Key Takeaways
Ken's approach to leadership at Make exemplifies how a blend of architectural expertise, strategic foresight, and a flexible definition of excellence can drive a firm towards achieving remarkable and diverse architectural feats.
By valuing collaboration, innovation, and adaptability, Make continues to leave a lasting impact on the built environment, one project at a time.
Encouraging entrepreneurial spirit, leading by example, fostering client engagement, and acknowledging team contributions - highlights the multifaceted role of a leader today. As Make continues to evolve under this guiding philosophy, it sets a benchmark for how firms can thrive through this leadership style and a 100% employee ownership model.
People and design first. Building a lasting business legacy and enjoying life is a very close second!
