AIA|LA Architects in Action: Interview with Lauren Coles, AIA – Associate Principal, CO Architects

Leadership, Practice, and the Future of the Profession

Designing with Intention: You are known for bringing together design thinking, project direction, and stakeholder alignment. How do you define your approach to architecture and leadership?

I see architecture as both a creative and strategic act. Great projects do not happen through design alone. They happen when teams are aligned, clients feel heard, and decision-making is grounded in both vision and process. My approach has always been deeply intentional. I care about the big idea, but I am equally invested in how we get there.

As a leader, I try to create clarity. That means helping teams move through complexity, making space for good ideas, and keeping projects centered on their purpose. I am interested in work that is not only well designed, but well led.
Institutional Impact: Much of your experience has centered on institutional work.

What draws you to projects for higher education, healthcare, and other mission-driven clients?

I am drawn to institutional clients because their projects have a long horizon of impact. These are places that support learning, healing, discovery, and community. The work is complex, but it is also deeply meaningful.

I value the opportunity to help clients translate broad aspirations into physical environments that truly support their mission. In these settings, architecture has the power to shape outcomes well beyond the building itself. It can improve experience, foster collaboration, and create a framework for long-term growth.

The Role of the Architect Today

Balancing Innovation and Constraints: In practice, how do you support innovation while also navigating budget pressures, deadlines, and stakeholder consensus?

That balance is at the heart of practice. Innovation is important, but it has to be grounded in reality. I believe the best ideas are often the ones that can survive scrutiny from multiple directions, whether that is budget, schedule, operations, or user needs.

A big part of my role is helping teams and clients evaluate what matters most. That means asking the right questions early, creating alignment around priorities, and being honest about tradeoffs. Innovation is not only about doing something new. It is also about finding smarter, more effective ways to solve the right problem.

Project Management as Design Leadership: Many people think of project management and design as separate tracks. How do you see the relationship between them?

I see project management as a form of design leadership. It is the structure that allows good design to move forward with discipline and purpose. Managing scope, schedule, team communication, and client expectations is not just administrative work. It shapes the conditions under which design can succeed.

The most effective project leaders understand both the creative ambitions of a project and the operational realities that support delivery. That intersection is where I like to work.

The Future of Practice: What do you think the profession needs more of right now?

We need more clarity, more mentorship, and more intentional leadership. The profession is asking architects to respond to increasing complexity, whether that is economic pressure, fast-moving technology, sustainability goals, or shifting client expectations. At the same time, many emerging professionals are looking for support, direction, and a clearer understanding of how to grow.

I think we need to be more open about how practice actually works. That includes licensure, business development, project leadership, staffing, fees, and decision-making. The more transparent we are, the better we can prepare the next generation to lead.

Mentorship, Advocacy, and Professional Practice

Building Pathways: You have been active in AIA Los Angeles across Professional Practice, Technology in Practice, and Women in Architecture. What has motivated that involvement?

I have always believed that professional organizations can be powerful platforms for connection, advocacy, and change. My involvement with AIA Los Angeles has been driven by a desire to contribute to the profession beyond my project work. It has given me the opportunity to help shape conversations around practice, leadership, inclusion, and emerging issues affecting our field.

What motivates me most is the chance to create value for others. Whether through programming, mentorship, or committee leadership, I want to help make the profession more supportive, more informed, and more accessible.

Technology and Transformation: You helped conceive the first AIA|LA Technology Conference in response to the pace of digital transformation. What do architects need to keep in mind as technology continues to reshape practice?

Technology is changing practice quickly, but tools alone do not create better outcomes. We still need judgment, leadership, and critical thinking. What matters is how we use technology to improve collaboration, decision-making, communication, and design quality.

I think architects need to stay curious and adaptable. We should be willing to evolve, but also thoughtful about where technology adds real value. The goal is not simply to keep up. It is to use innovation in ways that strengthen practice and support better projects.

Advice for Emerging Professionals

Licensure and Career Development: What advice would you give to someone working toward licensure while managing the demands of practice?

Treat licensure as an investment in your long-term agency. It can be difficult to balance with full-time work, but it is worth it. My advice is to create structure, be realistic about your time, and stay connected to your bigger reason for doing it.
I also think firms and leaders have a responsibility to support that process. Licensure should not feel like a solitary burden. It strengthens the profession, and it should be recognized as such.

A Call to Action: What would you encourage architects and designers in Los Angeles to do right now to strengthen the profession?

Be intentional about creating opportunities for others. Share knowledge. Invite someone into the room. Help emerging professionals understand the realities of practice. Advocate for inclusive leadership. Support thoughtful mentorship. Stay engaged in the profession beyond your immediate project work.

The future of architecture will be shaped not only by the buildings we create, but by the culture we build around the work.

Lauren Coles, AIA, LEED AP BD+C, CDT. Assoc. DBIA – Associate Principal, CO Architects

Lauren Coles brings over 20 years of experience partnering with higher education and healthcare clients on a broad range of projects from replacement medical centers to cutting-edge health sciences education and research facilities. Since joining CO in 2015, Lauren has acted as the firm’s licensing supervisor, providing mentorship and oversight on the licensing process. She has served as Chair for the AIA | LA Professional Practice Committee and is active in the AIA|LA Women in Architecture Committee. In 2021, Lauren was recognized with Building Design + Construction’s “40 under 40” award. She earned a Bachelor of Science in Architecture from Northeastern University.

*Disclaimer: The advice and perspectives shared here belong to the author and should not be considered official recommendations from AIA Los Angeles.