Think Wilder Architecture team. Image courtesy of Think Wilder Architecture.

Architecture licensure and running a practice are topics widely discussed on Archinect. While everyone's path is different the experiences of firm leaders, regardless of their firm size, offer a look into the realities of being an architect, leader, and entrepreneur. 

"Having my own practice has allowed me to use the business as a platform to create more than just architecture. I think architects have skill sets that transcend architecture." These are the words of Stephen Wilder, Principal of Think Wilder Architecture. The Howard University and Carnegie Mellon University graduate runs a New Jersey/New York-based architecture practice that's keen on balancing work expectations while showcasing the value architects provide to their communities.

For our latest installment of Archinect's Studio Snapshots, we chat with Wilder on his path to architecture, the obstacles of licensure, challenging the industry's work culture, and how he defines the role of an architect.

Can you briefly share your architecture journey and what led you to start your own practice?

I often wonder, if I researched the profession of architecture before committing to it, would I still be an architect? I always tell people who are interested in architecture it's not the place to be if you just want a job. It's just not worth it if you don’t love it!

My journey started in high school when I was first exposed to mechanical drafting. Besides knowing that architects designed buildings, that was all I really knew about the profession. I went to Howard University and was astonished by how much I didn’t know.  The School of Architecture at Howard did a great job of preparing me for the profession. The most important thing I figured out was that architecture fed all of my desires, and it was the one profession that matched my personality.  

In college, I always spoke of owning my own firm. I had no idea what it looked like and what it required. The things I experienced throughout my journey are what made me realize there was no other option but to start my own firm. I needed to control my destiny. 

From Howard, I went to Carnegie Mellon and fell more in love with architecture. Like a lot of students graduating, I saw myself landing a job at one of the major, well-known firms in my home city New York.  Even though I was a great student with degrees from two prestigious universities, only one person took a chance to give me an opportunity. Zevilla Jackson Preston, the Principal at the Harlem-based firm JP Design, gave me a job. I was disappointed I couldn’t get a job or the salary from some of these other places, but I was thankful I could work in my community and play a prominent role in working on impactful projects. After 5 years there, I went to work for a non-profit real estate development company for four years. I freelanced for some time after that until I was able to get off of the roller coaster ride of passing and failing exams. I won't go too deep into that, but it was a journey in itself. 

In college, I always spoke of owning my own firm. I had no idea what it looked like and what it required. The things I experienced throughout my journey are what made me realize there was no other option but to start my own firm. I needed to control my destiny. I needed to be intentional about the work I did, the people worked with, and the communities I would help. I think representation in Black communities is important, I felt the need to fill a void. I knew no other way to lead.

I think representation in Black communities is important, I felt the need to fill a void. I knew no other way to lead.

How large is your team? How is your office structured?

The team ranges from 4-7 people.  We would like to get to 10 within the next six months. We prefer to have diversity in skill sets and experience, which we feel encourages a collaborative environment. On any random day, one may find a junior architect sharing ideas with an interior designer or an intermediate architect explaining the differences between all of the types of laser scanners with a senior person.  Projects are led by Project Managers. There are usually 2–3 people working on a given project, and me checking in a couple of times at a week.

What are the benefits of having your own practice? Is scaling up a goal?

The freedom to let your personality define your work. The opportunity to have a direct impact on the things that matter to you. Having my own practice has allowed me to use the business as a platform to create more than just architecture. I think architects have skill sets that transcend architecture. I use the practice to do this.

Scaling up is a goal. I’m a firm believer that if your business is not growing, it's dying. You get to decide what scaling up means to you, but it's key to my strategic growth plan. We want to make sure we are growing responsibly. Scaling up allows us to expand our reach, have a larger impact, and also sustain ourselves. As a black architecture firm, we cannot ignore the fact that we are rare, and we have a responsibility to open doors and provide opportunities for the many young architects who want jobs at other firms and will not get exposed to impactful projects. 

As a black architecture firm, we cannot ignore the fact that we are rare, and we have a responsibility to open doors and provide opportunities for the many young architects who want jobs at other firms and will not get exposed to impactful projects [...] 

I know there’s an effort being put into getting more work for minority firms, but there’s not enough effort being made by the right people. 

What have been your biggest challenges in starting and running your own practice?

I like to look at the challenges we face, as opportunities. There was a time when I was uncomfortable operating a business. I couldn’t find in it the love I had for architecture. This led to a lot of frustration because I’m not good at working on things I’m not passionate about. So initially, running a business itself was a challenge until I started looking at it as an opportunity.

The other biggest challenge in starting was getting licensed. I did a lot of freelance work, but without being licensed, there was a limit to how far I could go. 

The stamina to do it every day at the highest level!! Also, until a lot of things change, it will be getting the opportunities to do meaningful projects consistently. I know there’s an effort being put into getting more work for minority firms, but there’s not enough effort being made by the right people. 

What’s something you strive to change when it comes to architecture’s problematic work culture?

One thing we address at Think Wilder Architecture is the work-life balance. No one is required to work longer than their scheduled hours.  You will rarely find someone working on the weekend. We expect our team members to be effective in time management and be resourceful in making sure projects are moving on schedule. But we also try to communicate this to clients in terms of how long projects actually take so we are not creating unreal expectations that ultimately overwhelm our team.  

I also say this recognizing that there’s a much deeper conversation that needs to be had regarding the work culture in architecture. I think the work culture is a product of the architecture profession itself. We need to look at reevaluating everything. This specifically includes architectural fees, salaries, construction costs, insurance policies, and consumer education of the profession. Ultimately, there isn’t a level playing field for all firms in regard to these things, and that plays a part in a firm’s work culture.

...there’s a much deeper conversation that needs to be had regarding the work culture in architecture. I think the work culture is a product of the architecture profession itself. We need to look at reevaluating everything. 

Do you have a favorite/memorable project? Completed or in progress?

My favorite project will forever be the next one. To be an architect is a privilege that is often taken for granted. I’m very thankful every time a client entrusts me to create the special place they’re dreaming of. But if I had to name a project, two come to mind. The Station at Grant Avenue, which is completed, and the YMCA Adaptive reuse project, which the conceptual design was approved last year.

The Station at Grant Avenue, in Plainfield, NJ, was our first new construction, a multi-family project that was a high-impact community project. It not only provided affordable housing to an area that needed it, but it also erased 20+ years of blight at the site it was developed.  Our company experience substantial growth because of this project.

The YMCA adaptive reuse project is also memorable because of the growth that was experienced. We needed approval from the local Historical Preservation Commission and let's just say our first iteration of this was not loved, but the final version was.

Where do you hope to see Think Wilder Architecture in the next five years?

Think Wilder Architecture will be recognized as problem solvers on a global scale. We will be leaders in the industry that affect change through the projects we work on and the people we impact.  Underserved communities and community leaders will collaborate with us to help transform their built environment. We will be an inspiration for those who have yet to understand the powers they possess in reimagining their communities. 

What qualities do you look for in new hires?

My answer is somewhat general, but it will only resonate with the people that get it. I like people that are stars in their roles. I prefer problem solvers over problem starters. Big dreamers over dream killers. We are trying to accomplish something here. Ideally, they know what that requires. 

I also recognize the importance of being qualified. Whether that is through education, experience, or certifications. I want forward-thinking leaders that are sustainable, design-driven, and passionate. Even though we are vital to our community, they must know that our role as an architecture firm is privileged. They should have a sense of culture that matches the required sense of urgency.

If you could describe your work/practice in three words, what would they be?  

Professional, culture, elevation

What do you want your firm to be remembered for? 

I want to be remembered for being practical, being excellent, and opening doors.

Archinect's Take 5 with Stephen Wilder

What’s the most played song on your work playlist? OR What music do you listen to when working? 

I absolutely cannot work without something playing. There are too many to name. But depending on the day, year, or my mood, it could be 100.mil by J Cole, Nas' Life is Good album, Grand Puba, Anita, Sade, Erykah, or Miles Davis.  Oh, and my go-to Pandora playlists are Alexander O’neal and Teena Marie. Don’t judge me.

Favorite office lunch destination? 

BLVD Bistro, 116th Street, Harlem

You never leave the office without ______?

Cell phones and tape measure

If you could collaborate with any architect/designer (living or dead), who would it be? 

Paul Revere Williams

If you didn’t pursue architecture, what career/industry would you be working in? 

Coaching, psychology, law, comedy