Hi Laura, you’ve seen BMD through significant growth and change. What do you consider the biggest shifts or challenges in the studio’s evolution?
I joined BMD in 2005, when the studio was already 20 years old. There were significant changes during that time. I started as a designer and am now the Chief Creative Officer (CCO). One of the biggest challenges I faced was related to leadership.
Bruce Mau moved to Chicago and left the business nearly 15 years ago, which left a team of dedicated designers and prompted our CEO to shift from a “Superman model” to an “Avengers model.”
I would say COVID was another big moment. We have always valued collaboration and personal interaction, but like many studios, we had to find ways to adapt to a remote and now hybrid work environment. We also had to navigate increased uncertainty in the industry. This has changed how we operate, but we have managed to maintain essential principles such as experimentation and collaboration, both within our team and with our clients.
Some projects, like the Zayed National Museum and Toronto Pearson Airport, require extensive coordination and long-term planning. How does your team manage such complex projects?
The projects indeed take years to complete! We often have different team members joining with various skill sets, and some people are reassigned to other projects. Fortunately, our team is quite stable, and it’s crucial that everyone understands the essence of the brand. Our account directors play a significant role in this process; they are the guardians of the brand we are building. Our Director of Brand Strategy also participates in creative sessions as needed. Additionally, I’ve usually had initial conversations with our clients, so it’s my responsibility to maintain the original spirit of the project, no matter where we are in the timeline.
Your team includes strategists, writers, and various designers. How do you maintain seamless collaboration while allowing for individual innovation?
It’s not easy, especially when we’re working on multiple tasks at the same time. Sometimes we handle brand voice and visual identity simultaneously, or we may need to initiate website design while still finalising aspects of the identity. While this approach can offer certain advantages, such as web design influencing the core visual identity, it often complicates the process.
To ensure everything stays on track, I find it effective to gather all the pieces in one space with everyone present, creating a collaborative board. This allows us to visually piece together what is working and what truly supports our strategic direction. It helps clarify our goals and can reveal gaps that require further ideation.
Read the full article & much more in the Print Edition of Issue 69