When Eva-Marie Prineas set out to found architecture practice Studio Prineas, her career unfolded with a clarity of purpose that suggests she always knew where she was headed. The studio has long been lauded for its support of women in the industry and for securing their place through registration. Over an extended conversation, Prineas shared with me that her approach is about framing women in all their power and focusing on the fact that actions speak louder than words. “We never talk specifically about men in leadership,” she says. “I look forward to the day when there’s no reason to differentiate.”
When your name and practice have been raised, one thing that stands out is your fortification around women and getting registered within the industry. How do you believe firms can better support women in senior roles?
One way that we support our senior staff is by fostering a flexible working environment. This not only extends to working hours and locations, but how roles can adapt and evolve to suit each individual. It’s important that we make space for our team to develop throughout their careers, with a strong sense of agency as the practice grows.
At Studio Prineas, women in senior roles are responsible for mentoring junior team members, which, in turn, helps with the visibility of growth opportunities within the practice and places greater value on the experience of our senior architects. Because we have a number of senior professionals who have re-entered the workforce at various life-stages, they each come with unique, diverse and valuable skill set. This has happened quite organically in our studio, and we feel it has had positive outcomes and is working well.
How do you approach mentorship? And what’s a misconception about leadership that you have had to completely unlearn?
As a leader, there can often be an impulse to try and control everything that happens in the practice – this is something I’ve had to completely unlearn. Traditionally, the eponymous architect with ‘their name on the door’ makes all the decisions. Over many years, I have fostered an environment where my team have their own agency and autonomy.
Mentorship in our studio is implied in a lot of ways; we have an open-plan office and learning through listening is part of our studio culture. Equally as important to me as a leader are moments where I am able to use my profile and understanding of the industry to bolster the professional network and experience of my team members. For example, attending a symposium together or an international design event, and encouraging and assisting the team to get involved in events and speaking opportunities with industry bodies like the Australian Institute of Architects, Parlour, B Corp and so on.
Reflecting on your trajectory, what is something you once believed about success that no longer holds true?
I realise now that, early on, my idea of success as an architect was linked to industry recognition and design awards. Our practice recently won the Australian Institute of Architects ‘Best in Practice’ Prize, which is an award recognising values and practice culture rather than design outcomes. I was surprised to notice that this accolade had a deeper impact on me than receiving awards for a singular architectural project. This is not to say we don’t strive for remarkable architecture, but rather that experiencing the satisfaction of our clients is just as important as the architectural outcome. We foster lasting relationships in our work and this is what drives us.
Is there a space – real or imagined – that represents the kind of leadership you admire?
As a mother of two teenagers, I have to laugh when I reflect on the amount of sport I watch. That said, what I am always most fascinated to observe is how sporting teams work at an elite level. The changes in the men’s cricket team culturally and from a leadership perspective has captivated me… for example, under the leadership of Pat Cummins, the Australian cricket team has been uniquely designed to allow space for each player to find their way to contribute in an unconventional but incredibly valuable way. Gone is the top-down ‘win at all costs’ culture; it’s something I see happening across teams at the grassroots as well. I see the parallels and potential in our studio where leadership celebrates every team member and makes space for each of their individual aptitudes, talents and aspirations.
What is a habit or mindset that’s been your quiet superpower in navigating the industry?
Adaptability and an open mind. I’ve always fostered an open working relationship with builders, consultants and trades. I never lose sight of the end goal which is to build a home our clients love to live in. This almost always means balancing design intent with practicalities and budget realities. Ultimately, being adaptable in this way has enabled us to build hundreds of homes we are proud of.