Campbell Architects is a small RIBA Charted practice located firstly at Paddington, London. Practice’s work is mainly commercial development projects in London. It was found in 1992 by Christopher Campbell, who used to work for Nicholas Grimshaw and Partners. During my 2,5 working period there staff included 2 directors (Christopher was responsible for Clients liaison and his wife Kerry was dealing with office management and HR), one associate (holding the main design responsibilities), 1-2 project architects, 2-3 architectural assistants, 1-2 Architectural technicians and studio assistant. Campbell Architects gain work mainly through direct engagement by clients and engagement with the industries through hosted events.
Becoming a part of …show more content…
I had to significantly upgrade my architectural and technical vocabulary. I’m glad that office was very supportive in this matter and urge me to speak up during the meetings and discussions as well proofread my initial submissions. I had a chance to learn from extremely talented project architects and architectural technicians that were keen to spend extra time to explain all the uncertainties.
Practice management
Although company was small it represented a good organisation and practice management.
I was however not overly exposed to discussions regarding resource, cost, finance and duty of care etc which are more over-arching in principle.
The management style did also mean that only the director and associate were privy to salient project information, and this was fed down through the design team - with regard to how the project was progressing, upcoming resource, profit margins etc, and whilst the technical theory of what I was doing was clear, this management style did decontextualise the process for me.
I regret that I could not improve my knowledge in this matter and fully understand the methods of operating the small
Becoming a part of …show more content…
I had to significantly upgrade my architectural and technical vocabulary. I’m glad that office was very supportive in this matter and urge me to speak up during the meetings and discussions as well proofread my initial submissions. I had a chance to learn from extremely talented project architects and architectural technicians that were keen to spend extra time to explain all the uncertainties.
Practice management
Although company was small it represented a good organisation and practice management.
I was however not overly exposed to discussions regarding resource, cost, finance and duty of care etc which are more over-arching in principle.
The management style did also mean that only the director and associate were privy to salient project information, and this was fed down through the design team - with regard to how the project was progressing, upcoming resource, profit margins etc, and whilst the technical theory of what I was doing was clear, this management style did decontextualise the process for me.
I regret that I could not improve my knowledge in this matter and fully understand the methods of operating the small