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2025-06-01 15:48:15 ·

A Place to Call Home: Le Christin and Les Studios du PAS, Montreal, Quebec

View of the south façade before construction of a new residential project that now conceals Le Christin from Boulevard René Lévesque.
PROJECT Le Christin, Montreal, Quebec
ARCHITECT Atelier Big City
PHOTOS James Brittain

PROJECT Les Studios du PAS, Montreal, Quebec
ARCHITECT L. McComber in collaboration with Inform
PHOTOS Ulysse Lemerise

Nighttime, April 15, 2025. A thousand volunteers are gathering in Montreal, part of a province-wide effort to try and put numbers on a growing phenomenon in cities like Vancouver, Calgary, Toronto, and many others. The volunteers are getting ready to walk around targeted areas in downtown Montreal and around certain subway stations. Temporary shelters are also visited.
First conducted in the spring of 2018, this survey showed that 3,149 people were in a vulnerable situation at the time. Four years later, a similar effort revealed that Montreal’s homeless population had risen to 4,690 people—and that there were some 10,000 people experiencing homelessness in the whole of the province. The 2025 numbers are expected to be significantly higher. For the organizers, this one-night snapshot of the situation is “neither perfect nor complete.” However, for nonprofit organizations and governmental bodies eager to prevent a vulnerable population from ending up on the streets, the informal census does provide highly valuable information.
Two recent initiatives—very different from one another—offer inspiring answers. The most recent one, Le Christin, was designed by Atelier Big Cityand inaugurated in 2024. Studios du PAS, on the other hand, was designed by Montreal firm L. McComber, and welcomed its first tenants in 2022. Both projects involved long-standing charities: the 148-year-old Accueil Bonneau, in the case of Le Christin, and the 136-year-old Mission Old Brewery for Studios du PAS. Le Christin was spearheaded, and mostly financed, by the Société d’habitation et de développement de Montréal, a non-profit, para-municipal corporation created in 1988. Studios du PAS was first selected by the City of Montreal to be built thanks to the Rapid Housing Initiativeprogram run by the Canada Mortgage and Housing Corporation. Le Christin also received a financial contribution from the CMHC towards the end of the process.
Boldly coloured blind walls signal the presence of Le Christin in the center of a densely occupied city block, with entrance to the left along Sanguinet Stree.
Le Christin
Although sited in a very central location, near the buzzing St. Catherine and St. Denis streets, Le Christin is hard to find. And even when one suddenly spots two seven-storey-high walls, coloured lemon-zest yellow and mango orange, it’s difficult to figure out what they are about. A stroll along the tiny Christin Street finally reveals the front façade of this new facility, now home to some of Montreal’s most vulnerable citizens.
View of Le Christin’s modulated front façade. Galvanized steel panels at ground level add a soft touch while protecting the building from potential damage caused by snow plows.
Le Christin is unique for a number of reasons. First among them is its highly unusual location—at the centre of a dense city block otherwise occupied by university buildings, office towers, and condo blocks. Until a few years ago, the site was home to the four-storey Appartements Le Riga. The Art Deco-style building had been built in 1914 by developer-architect Joseph-Arthur Godin, who was a pioneer in his own right: he was one of the first in Montreal to experiment with reinforced concrete structures, a novelty in the city at the time. A century later, Le Riga, by then the property of SHDM, was in serious need of repair. Plans had already been drafted for a complete renovation of the building when a thorough investigation revealed major structural problems. Tenants had to leave on short notice and were temporarily relocated; the building was eventually demolished in 2019. By that time, Atelier Big City had been mandated to design a contemporary building that would replace Le Riga and provide a “place of one’s own” to close to 150 tenants, formerly homeless or at risk of becoming so.
Le Christin – Site Plan and Ground Floor Plan
The entire operation sparked controversy, particularly as Le Christin started to rise, showing no sign of nostalgia. The architects’ daring approach was difficult to fathom—particularly for those who believe social housing should keep a low profile.
The program, originally meant for a clientele of single men, gradually evolved to include women. In order to reflect societal trends, the architects were asked to design 24 slightly larger units located in the building’s east wing, separated from the rest of the units by secured doors. Thus, Le Christin is able to accommodate homeless couples or close friends, as well as students and immigrants in need.

A tenants-only courtyard is inserted in the south façade.
In order to provide the maximum number of units requested by SHDM, each of the 90 studios was reduced to 230 square feet—an adjustment from Atelier Big City’s initial, slightly more generous plans. In a clever move, an L-shaped kitchen hugs the corner of each unit, pushing out against the exterior wall. As a result, the window openings recede from the façade, creating a sense of intimacy for the tenants, who enjoy contact with the exterior through large windows protected by quiet Juliet balconies. Far from damaging the initial design, the added constraint of tightened units allowed the architects to modulate the building’s façades, creating an even stronger statement.
On the unit levels, corridors include large openings along the south façade. Each floor is colour-coded to enliven the space; overhead, perforated metal plates conceal the mechanical systems. An extra floor was gained thanks to the decision to expose the various plumbing, electrical, and ventilation systems.
Well-lit meeting rooms and common areas are found near Le Christin’s front entrance, along with offices for personnel, who are present on the premises 24 hours a day. Apart from a small terrace above the entrance, the main exterior space is a yard which literally cuts into the building’s back façade. This has a huge impact on the interiors at all levels: corridors are generously lit with sunlight, a concept market developers would be well advised to imitate. The adjacent exit stairs are also notable, with their careful detailing and the presence of glazed openings.
The fire stairs, which open onto the exterior yard at ground level, feature glazing that allows for ample natural light.
Le Christin has achieved the lofty goal articulated by SHDM’s former director, architect Nancy Schoiry: “With this project, we wanted to innovate and demonstrate that it was possible to provide quality housing for those at risk of homelessness.”
The low-slung Studios du PAS aligns with neighbourhood two-storey buildings.
Studios du PAS
In sharp contrast with Le Christin’s surroundings, the impression one gets approaching Studios du PAS, 14 kilometres east of downtown Montreal, is that of a small town. In this mostly low-scale neighbourhood, L. McComber architects adopted a respectful, subdued approach—blending in, rather than standing out.
The project uses a pared-down palette of terracotta tile, wood, and galvanized steel. The footbridge links the upper level to shared exterior spaces.
The financing for this small building, planned for individuals aged 55 or older experiencing or at risk of homelessness, was tied to a highly demanding schedule. The project had to be designed, built, and occupied within 18 months: an “almost impossible” challenge, according to principal architect Laurent McComber. From the very start, prefabrication was favoured over more traditional construction methods. And even though substantial work had to be done on-site—including the installation of the roof, electrical and mechanical systems, as well as exterior and interior finishes—the partially prefabricated components did contribute to keeping costs under control and meeting the 18-month design-to-delivery deadline.
Les Studios du PAS
The building was divided into 20 identical modules, each fourteen feet wide—the maximum width allowable on the road. Half the modules were installed at ground level. One of these, positioned nearest the street entrance, serves as a community room directly connected to a small office for the use of a social worker, allowing staff to follow up regularly with tenants. Flooded with natural light, the double-height lobby provides a friendly and inclusive welcome.
The ground level studios were designed so they could be adapted to accommodate accessibility needs.
Some of the ground floor units were adapted to meet the needs of those with a physical disability; the other units were designed to be easily adaptable if needed. All studio apartments, slightly under 300 square feet, include a full bathroom, a minimal kitchen, and sizeable storage space hidden behind cabinet doors. Most of the apartments include a small exterior alcove, which provides an intimate outdoor space while creating a subtle rhythm along the front façade.
Inside the studio units, storage cupboards for clothes and belongings were added as an extension of the kitchen wall.
Conscious of the tradition of brick residential buildings in Montreal, yet wanting to explore alternate materials, the architects selected an earth-toned terracotta tile from Germany. The 299mm x 1500mm tiles are clipped to the façade, allowing for faster installation and easier maintenance. All units enjoy triple-glazed windows and particularly well insulated walls. A high-performance heat pump was installed to lower energy demand—and costs—for heating and cooling needs.
Wood siding was used to soften the upper-level balconies, which provide protected outdoor spaces for residents.

Pride and Dignity
Le Christin and Les Studios du PAS have little in common—except, of course, their program. Architecturally speaking, each represents an interesting solution to the problem at hand. While Le Christin is a high-spirited, flamboyant statement, Studios du PAS is to be praised for its respectful attitude, and for the architects’ relentless search for interesting alternatives to traditional construction norms.
Atelier Big City is one of few firms in Canada that has the guts—and the talent—to play with bold colours. Decades of experimentation, led up to Le Christin, which is perhaps their strongest building to date. Their judicious choices of colour, brick type, and materials transmit a message of pride and dignity.
Both projects demonstrate enormous respect and generosity to their residents: they provide architecture that treats them not as an underclass, but as regular people, who need the stability of dignified housing to start rebuilding their lives.
Odile Hénault is a contributing editor to Canadian Architect.

Le Christin
CLIENT Société d’habitation et de développement de Montréal| ARCHITECT TEAM Anne Cormier, Randy Cohen, Howard Davies, Fannie Yockell, Gabriel Tessier, Sébastien St-Laurent, Lisa Vo | STRUCTURAL DPHV | MECHANICAL/ELECTRICAL BPA | CIVIL Genexco | LIGHTING CS Design | AREA 4,115 m2 | Construction BUDGET M | COMPLETION November 2023

Les Studios du PAS
CLIENT PAS de la rue | ARCHITECT TEAM L. McComber—Laurent McComber, Olivier Lord, Jérôme Lemieux, Josianne Ouellet-Daudelin, Laurent McComber. Inform—David Grenier, Élisabeth Provost, Amélie Tremblay, David Grenier | PROJECT MANAGEMENT Groupe CDH | STRUCTURAL Douglas Consultants | MECHANICAL/ELECTRICAL Martin Roy & associés | CIVIL Gravitaire | CONTRACTOR Gestion Étoc | AREA 1,035 m2 | BUDGET M | COMPLETION September 2022

As appeared in the June 2025 issue of Canadian Architect magazine

The post A Place to Call Home: Le Christin and Les Studios du PAS, Montreal, Quebec appeared first on Canadian Architect.
#place #call #home #christin #les

A Place to Call Home: Le Christin and Les Studios du PAS, Montreal, Quebec
View of the south façade before construction of a new residential project that now conceals Le Christin from Boulevard René Lévesque. PROJECT Le Christin, Montreal, Quebec ARCHITECT Atelier Big City PHOTOS James Brittain PROJECT Les Studios du PAS, Montreal, Quebec ARCHITECT L. McComber in collaboration with Inform PHOTOS Ulysse Lemerise Nighttime, April 15, 2025. A thousand volunteers are gathering in Montreal, part of a province-wide effort to try and put numbers on a growing phenomenon in cities like Vancouver, Calgary, Toronto, and many others. The volunteers are getting ready to walk around targeted areas in downtown Montreal and around certain subway stations. Temporary shelters are also visited. First conducted in the spring of 2018, this survey showed that 3,149 people were in a vulnerable situation at the time. Four years later, a similar effort revealed that Montreal’s homeless population had risen to 4,690 people—and that there were some 10,000 people experiencing homelessness in the whole of the province. The 2025 numbers are expected to be significantly higher. For the organizers, this one-night snapshot of the situation is “neither perfect nor complete.” However, for nonprofit organizations and governmental bodies eager to prevent a vulnerable population from ending up on the streets, the informal census does provide highly valuable information. Two recent initiatives—very different from one another—offer inspiring answers. The most recent one, Le Christin, was designed by Atelier Big Cityand inaugurated in 2024. Studios du PAS, on the other hand, was designed by Montreal firm L. McComber, and welcomed its first tenants in 2022. Both projects involved long-standing charities: the 148-year-old Accueil Bonneau, in the case of Le Christin, and the 136-year-old Mission Old Brewery for Studios du PAS. Le Christin was spearheaded, and mostly financed, by the Société d’habitation et de développement de Montréal, a non-profit, para-municipal corporation created in 1988. Studios du PAS was first selected by the City of Montreal to be built thanks to the Rapid Housing Initiativeprogram run by the Canada Mortgage and Housing Corporation. Le Christin also received a financial contribution from the CMHC towards the end of the process. Boldly coloured blind walls signal the presence of Le Christin in the center of a densely occupied city block, with entrance to the left along Sanguinet Stree. Le Christin Although sited in a very central location, near the buzzing St. Catherine and St. Denis streets, Le Christin is hard to find. And even when one suddenly spots two seven-storey-high walls, coloured lemon-zest yellow and mango orange, it’s difficult to figure out what they are about. A stroll along the tiny Christin Street finally reveals the front façade of this new facility, now home to some of Montreal’s most vulnerable citizens. View of Le Christin’s modulated front façade. Galvanized steel panels at ground level add a soft touch while protecting the building from potential damage caused by snow plows. Le Christin is unique for a number of reasons. First among them is its highly unusual location—at the centre of a dense city block otherwise occupied by university buildings, office towers, and condo blocks. Until a few years ago, the site was home to the four-storey Appartements Le Riga. The Art Deco-style building had been built in 1914 by developer-architect Joseph-Arthur Godin, who was a pioneer in his own right: he was one of the first in Montreal to experiment with reinforced concrete structures, a novelty in the city at the time. A century later, Le Riga, by then the property of SHDM, was in serious need of repair. Plans had already been drafted for a complete renovation of the building when a thorough investigation revealed major structural problems. Tenants had to leave on short notice and were temporarily relocated; the building was eventually demolished in 2019. By that time, Atelier Big City had been mandated to design a contemporary building that would replace Le Riga and provide a “place of one’s own” to close to 150 tenants, formerly homeless or at risk of becoming so. Le Christin – Site Plan and Ground Floor Plan The entire operation sparked controversy, particularly as Le Christin started to rise, showing no sign of nostalgia. The architects’ daring approach was difficult to fathom—particularly for those who believe social housing should keep a low profile. The program, originally meant for a clientele of single men, gradually evolved to include women. In order to reflect societal trends, the architects were asked to design 24 slightly larger units located in the building’s east wing, separated from the rest of the units by secured doors. Thus, Le Christin is able to accommodate homeless couples or close friends, as well as students and immigrants in need. A tenants-only courtyard is inserted in the south façade. In order to provide the maximum number of units requested by SHDM, each of the 90 studios was reduced to 230 square feet—an adjustment from Atelier Big City’s initial, slightly more generous plans. In a clever move, an L-shaped kitchen hugs the corner of each unit, pushing out against the exterior wall. As a result, the window openings recede from the façade, creating a sense of intimacy for the tenants, who enjoy contact with the exterior through large windows protected by quiet Juliet balconies. Far from damaging the initial design, the added constraint of tightened units allowed the architects to modulate the building’s façades, creating an even stronger statement. On the unit levels, corridors include large openings along the south façade. Each floor is colour-coded to enliven the space; overhead, perforated metal plates conceal the mechanical systems. An extra floor was gained thanks to the decision to expose the various plumbing, electrical, and ventilation systems. Well-lit meeting rooms and common areas are found near Le Christin’s front entrance, along with offices for personnel, who are present on the premises 24 hours a day. Apart from a small terrace above the entrance, the main exterior space is a yard which literally cuts into the building’s back façade. This has a huge impact on the interiors at all levels: corridors are generously lit with sunlight, a concept market developers would be well advised to imitate. The adjacent exit stairs are also notable, with their careful detailing and the presence of glazed openings. The fire stairs, which open onto the exterior yard at ground level, feature glazing that allows for ample natural light. Le Christin has achieved the lofty goal articulated by SHDM’s former director, architect Nancy Schoiry: “With this project, we wanted to innovate and demonstrate that it was possible to provide quality housing for those at risk of homelessness.” The low-slung Studios du PAS aligns with neighbourhood two-storey buildings. Studios du PAS In sharp contrast with Le Christin’s surroundings, the impression one gets approaching Studios du PAS, 14 kilometres east of downtown Montreal, is that of a small town. In this mostly low-scale neighbourhood, L. McComber architects adopted a respectful, subdued approach—blending in, rather than standing out. The project uses a pared-down palette of terracotta tile, wood, and galvanized steel. The footbridge links the upper level to shared exterior spaces. The financing for this small building, planned for individuals aged 55 or older experiencing or at risk of homelessness, was tied to a highly demanding schedule. The project had to be designed, built, and occupied within 18 months: an “almost impossible” challenge, according to principal architect Laurent McComber. From the very start, prefabrication was favoured over more traditional construction methods. And even though substantial work had to be done on-site—including the installation of the roof, electrical and mechanical systems, as well as exterior and interior finishes—the partially prefabricated components did contribute to keeping costs under control and meeting the 18-month design-to-delivery deadline. Les Studios du PAS The building was divided into 20 identical modules, each fourteen feet wide—the maximum width allowable on the road. Half the modules were installed at ground level. One of these, positioned nearest the street entrance, serves as a community room directly connected to a small office for the use of a social worker, allowing staff to follow up regularly with tenants. Flooded with natural light, the double-height lobby provides a friendly and inclusive welcome. The ground level studios were designed so they could be adapted to accommodate accessibility needs. Some of the ground floor units were adapted to meet the needs of those with a physical disability; the other units were designed to be easily adaptable if needed. All studio apartments, slightly under 300 square feet, include a full bathroom, a minimal kitchen, and sizeable storage space hidden behind cabinet doors. Most of the apartments include a small exterior alcove, which provides an intimate outdoor space while creating a subtle rhythm along the front façade. Inside the studio units, storage cupboards for clothes and belongings were added as an extension of the kitchen wall. Conscious of the tradition of brick residential buildings in Montreal, yet wanting to explore alternate materials, the architects selected an earth-toned terracotta tile from Germany. The 299mm x 1500mm tiles are clipped to the façade, allowing for faster installation and easier maintenance. All units enjoy triple-glazed windows and particularly well insulated walls. A high-performance heat pump was installed to lower energy demand—and costs—for heating and cooling needs. Wood siding was used to soften the upper-level balconies, which provide protected outdoor spaces for residents. Pride and Dignity Le Christin and Les Studios du PAS have little in common—except, of course, their program. Architecturally speaking, each represents an interesting solution to the problem at hand. While Le Christin is a high-spirited, flamboyant statement, Studios du PAS is to be praised for its respectful attitude, and for the architects’ relentless search for interesting alternatives to traditional construction norms. Atelier Big City is one of few firms in Canada that has the guts—and the talent—to play with bold colours. Decades of experimentation, led up to Le Christin, which is perhaps their strongest building to date. Their judicious choices of colour, brick type, and materials transmit a message of pride and dignity. Both projects demonstrate enormous respect and generosity to their residents: they provide architecture that treats them not as an underclass, but as regular people, who need the stability of dignified housing to start rebuilding their lives. Odile Hénault is a contributing editor to Canadian Architect. Le Christin CLIENT Société d’habitation et de développement de Montréal| ARCHITECT TEAM Anne Cormier, Randy Cohen, Howard Davies, Fannie Yockell, Gabriel Tessier, Sébastien St-Laurent, Lisa Vo | STRUCTURAL DPHV | MECHANICAL/ELECTRICAL BPA | CIVIL Genexco | LIGHTING CS Design | AREA 4,115 m2 | Construction BUDGET M | COMPLETION November 2023 Les Studios du PAS CLIENT PAS de la rue | ARCHITECT TEAM L. McComber—Laurent McComber, Olivier Lord, Jérôme Lemieux, Josianne Ouellet-Daudelin, Laurent McComber. Inform—David Grenier, Élisabeth Provost, Amélie Tremblay, David Grenier | PROJECT MANAGEMENT Groupe CDH | STRUCTURAL Douglas Consultants | MECHANICAL/ELECTRICAL Martin Roy & associés | CIVIL Gravitaire | CONTRACTOR Gestion Étoc | AREA 1,035 m2 | BUDGET M | COMPLETION September 2022 As appeared in the June 2025 issue of Canadian Architect magazine The post A Place to Call Home: Le Christin and Les Studios du PAS, Montreal, Quebec appeared first on Canadian Architect. #place #call #home #christin #les

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A Place to Call Home: Le Christin and Les Studios du PAS, Montreal, Quebec

View of the south façade before construction of a new residential project that now conceals Le Christin from Boulevard René Lévesque. PROJECT Le Christin, Montreal, Quebec ARCHITECT Atelier Big City PHOTOS James Brittain PROJECT Les Studios du PAS, Montreal, Quebec ARCHITECT L. McComber in collaboration with Inform PHOTOS Ulysse Lemerise Nighttime, April 15, 2025. A thousand volunteers are gathering in Montreal, part of a province-wide effort to try and put numbers on a growing phenomenon in cities like Vancouver, Calgary, Toronto, and many others. The volunteers are getting ready to walk around targeted areas in downtown Montreal and around certain subway stations. Temporary shelters are also visited. First conducted in the spring of 2018, this survey showed that 3,149 people were in a vulnerable situation at the time. Four years later, a similar effort revealed that Montreal’s homeless population had risen to 4,690 people—and that there were some 10,000 people experiencing homelessness in the whole of the province. The 2025 numbers are expected to be significantly higher. For the organizers, this one-night snapshot of the situation is “neither perfect nor complete.” However, for nonprofit organizations and governmental bodies eager to prevent a vulnerable population from ending up on the streets, the informal census does provide highly valuable information. Two recent initiatives—very different from one another—offer inspiring answers. The most recent one, Le Christin, was designed by Atelier Big City (led by architects Anne Cormier, Randy Cohen, and Howard Davies) and inaugurated in 2024. Studios du PAS, on the other hand, was designed by Montreal firm L. McComber, and welcomed its first tenants in 2022. Both projects involved long-standing charities: the 148-year-old Accueil Bonneau, in the case of Le Christin, and the 136-year-old Mission Old Brewery for Studios du PAS. Le Christin was spearheaded, and mostly financed, by the Société d’habitation et de développement de Montréal (SHDM), a non-profit, para-municipal corporation created in 1988. Studios du PAS was first selected by the City of Montreal to be built thanks to the Rapid Housing Initiative (RHI) program run by the Canada Mortgage and Housing Corporation (CMHC). Le Christin also received a financial contribution from the CMHC towards the end of the process. Boldly coloured blind walls signal the presence of Le Christin in the center of a densely occupied city block, with entrance to the left along Sanguinet Stree. Le Christin Although sited in a very central location, near the buzzing St. Catherine and St. Denis streets, Le Christin is hard to find. And even when one suddenly spots two seven-storey-high walls, coloured lemon-zest yellow and mango orange, it’s difficult to figure out what they are about. A stroll along the tiny Christin Street finally reveals the front façade of this new facility, now home to some of Montreal’s most vulnerable citizens. View of Le Christin’s modulated front façade. Galvanized steel panels at ground level add a soft touch while protecting the building from potential damage caused by snow plows. Le Christin is unique for a number of reasons. First among them is its highly unusual location—at the centre of a dense city block otherwise occupied by university buildings, office towers, and condo blocks. Until a few years ago, the site was home to the four-storey Appartements Le Riga. The Art Deco-style building had been built in 1914 by developer-architect Joseph-Arthur Godin, who was a pioneer in his own right: he was one of the first in Montreal to experiment with reinforced concrete structures, a novelty in the city at the time. A century later, Le Riga, by then the property of SHDM, was in serious need of repair. Plans had already been drafted for a complete renovation of the building when a thorough investigation revealed major structural problems. Tenants had to leave on short notice and were temporarily relocated; the building was eventually demolished in 2019. By that time, Atelier Big City had been mandated to design a contemporary building that would replace Le Riga and provide a “place of one’s own” to close to 150 tenants, formerly homeless or at risk of becoming so. Le Christin – Site Plan and Ground Floor Plan The entire operation sparked controversy, particularly as Le Christin started to rise, showing no sign of nostalgia. The architects’ daring approach was difficult to fathom—particularly for those who believe social housing should keep a low profile. The program, originally meant for a clientele of single men, gradually evolved to include women. In order to reflect societal trends, the architects were asked to design 24 slightly larger units located in the building’s east wing, separated from the rest of the units by secured doors. Thus, Le Christin is able to accommodate homeless couples or close friends, as well as students and immigrants in need. A tenants-only courtyard is inserted in the south façade. In order to provide the maximum number of units requested by SHDM, each of the 90 studios was reduced to 230 square feet—an adjustment from Atelier Big City’s initial, slightly more generous plans. In a clever move, an L-shaped kitchen hugs the corner of each unit, pushing out against the exterior wall. As a result, the window openings recede from the façade, creating a sense of intimacy for the tenants, who enjoy contact with the exterior through large windows protected by quiet Juliet balconies. Far from damaging the initial design, the added constraint of tightened units allowed the architects to modulate the building’s façades, creating an even stronger statement. On the unit levels, corridors include large openings along the south façade. Each floor is colour-coded to enliven the space; overhead, perforated metal plates conceal the mechanical systems. An extra floor was gained thanks to the decision to expose the various plumbing, electrical, and ventilation systems. Well-lit meeting rooms and common areas are found near Le Christin’s front entrance, along with offices for personnel, who are present on the premises 24 hours a day. Apart from a small terrace above the entrance, the main exterior space is a yard which literally cuts into the building’s back façade. This has a huge impact on the interiors at all levels: corridors are generously lit with sunlight, a concept market developers would be well advised to imitate. The adjacent exit stairs are also notable, with their careful detailing and the presence of glazed openings. The fire stairs, which open onto the exterior yard at ground level, feature glazing that allows for ample natural light. Le Christin has achieved the lofty goal articulated by SHDM’s former director, architect Nancy Schoiry: “With this project, we wanted to innovate and demonstrate that it was possible to provide quality housing for those at risk of homelessness.” The low-slung Studios du PAS aligns with neighbourhood two-storey buildings. Studios du PAS In sharp contrast with Le Christin’s surroundings, the impression one gets approaching Studios du PAS, 14 kilometres east of downtown Montreal, is that of a small town. In this mostly low-scale neighbourhood, L. McComber architects adopted a respectful, subdued approach—blending in, rather than standing out. The project uses a pared-down palette of terracotta tile, wood, and galvanized steel. The footbridge links the upper level to shared exterior spaces. The financing for this small building, planned for individuals aged 55 or older experiencing or at risk of homelessness, was tied to a highly demanding schedule. The project had to be designed, built, and occupied within 18 months: an “almost impossible” challenge, according to principal architect Laurent McComber. From the very start, prefabrication was favoured over more traditional construction methods. And even though substantial work had to be done on-site—including the installation of the roof, electrical and mechanical systems, as well as exterior and interior finishes—the partially prefabricated components did contribute to keeping costs under control and meeting the 18-month design-to-delivery deadline. Les Studios du PAS The building was divided into 20 identical modules, each fourteen feet wide—the maximum width allowable on the road. Half the modules were installed at ground level. One of these, positioned nearest the street entrance, serves as a community room directly connected to a small office for the use of a social worker, allowing staff to follow up regularly with tenants. Flooded with natural light, the double-height lobby provides a friendly and inclusive welcome. The ground level studios were designed so they could be adapted to accommodate accessibility needs. Some of the ground floor units were adapted to meet the needs of those with a physical disability; the other units were designed to be easily adaptable if needed. All studio apartments, slightly under 300 square feet, include a full bathroom, a minimal kitchen, and sizeable storage space hidden behind cabinet doors. Most of the apartments include a small exterior alcove, which provides an intimate outdoor space while creating a subtle rhythm along the front façade. Inside the studio units, storage cupboards for clothes and belongings were added as an extension of the kitchen wall. Conscious of the tradition of brick residential buildings in Montreal, yet wanting to explore alternate materials, the architects selected an earth-toned terracotta tile from Germany. The 299mm x 1500mm tiles are clipped to the façade, allowing for faster installation and easier maintenance. All units enjoy triple-glazed windows and particularly well insulated walls. A high-performance heat pump was installed to lower energy demand—and costs—for heating and cooling needs. Wood siding was used to soften the upper-level balconies, which provide protected outdoor spaces for residents. Pride and Dignity Le Christin and Les Studios du PAS have little in common—except, of course, their program. Architecturally speaking, each represents an interesting solution to the problem at hand. While Le Christin is a high-spirited, flamboyant statement, Studios du PAS is to be praised for its respectful attitude, and for the architects’ relentless search for interesting alternatives to traditional construction norms. Atelier Big City is one of few firms in Canada that has the guts—and the talent—to play with bold colours. Decades of experimentation (not just with public buildings, but also within their own homes), led up to Le Christin, which is perhaps their strongest building to date. Their judicious choices of colour, brick type, and materials transmit a message of pride and dignity. Both projects demonstrate enormous respect and generosity to their residents: they provide architecture that treats them not as an underclass, but as regular people, who need the stability of dignified housing to start rebuilding their lives. Odile Hénault is a contributing editor to Canadian Architect. Le Christin CLIENT Société d’habitation et de développement de Montréal (SHDM) | ARCHITECT TEAM Anne Cormier, Randy Cohen, Howard Davies, Fannie Yockell, Gabriel Tessier, Sébastien St-Laurent, Lisa Vo | STRUCTURAL DPHV | MECHANICAL/ELECTRICAL BPA | CIVIL Genexco | LIGHTING CS Design | AREA 4,115 m2 | Construction BUDGET $18.9 M | COMPLETION November 2023 Les Studios du PAS CLIENT PAS de la rue | ARCHITECT TEAM L. McComber—Laurent McComber, Olivier Lord, Jérôme Lemieux, Josianne Ouellet-Daudelin, Laurent McComber. Inform—David Grenier, Élisabeth Provost, Amélie Tremblay, David Grenier | PROJECT MANAGEMENT Groupe CDH | STRUCTURAL Douglas Consultants | MECHANICAL/ELECTRICAL Martin Roy & associés | CIVIL Gravitaire | CONTRACTOR Gestion Étoc | AREA 1,035 m2 | BUDGET $3.4 M | COMPLETION September 2022 As appeared in the June 2025 issue of Canadian Architect magazine The post A Place to Call Home: Le Christin and Les Studios du PAS, Montreal, Quebec appeared first on Canadian Architect.

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2025-06-01 15:24:09 ·

A timeline of Ivanka Trump and Jared Kushner's relationship

Ivanka Trump has made it clear that she's done with politics. That hasn't stopped her and husband Jared Kushner from remaining an influential political couple.They have not formally reprised their roles as White House advisors in President Donald Trump's second administration, but they've remained present in Donald Trump's political orbit.While Ivanka Trump opted out of the 2024 campaign trail, she and Kushner still appeared at the Republican National Convention, Donald Trump's victory party on election night, and the inauguration. Kushner also reportedly served as an informal advisor ahead of Donald Trump's trip to the Middle East in May, CNN reported.Ivanka Trump, who is Donald Trump's eldest daughter, converted to Judaism before marrying Kushner in 2009. They have three children: Arabella, Joseph, and Theodore.Here's a timeline of Ivanka Trump and Kushner's relationship.

2007: Ivanka Trump and Jared Kushner met at a networking lunch arranged by one of her longtime business partners.

Ivanka Trump and Jared Kushner in 2007.

PAUL LAURIE/Patrick McMullan via Getty Images

Ivanka Trump and Kushner were both 25 at the time."They very innocently set us up thinking that our only interest in one another would be transactional," Ivanka Trump told Vogue in 2015. "Whenever we see them we're like, 'The best deal we ever made!'"

2008: Ivanka Trump and Kushner broke up because of religious differences.

Jared Kushner and Ivanka Trump in 2008.

Patrick McMullan/Patrick McMullan via Getty Images

Kushner was raised in the modern Orthodox Jewish tradition, and it was important to his family for him to marry someone Jewish. Ivanka Trump's family is Presbyterian.

2008: Three months later, the couple rekindled their romance on Rupert Murdoch's yacht.

Ivanka Trump and Jared Kushner in 2008.

David X Prutting/Patrick McMullan/Patrick McMullan via Getty Images

In his memoir, "Breaking History," Kushner wrote that Murdoch's then-wife, Wendi Murdoch, was a mutual friend who invited them both on the yacht.

May 2009: They attended the Met Gala together for the first time.

Jared Kushner and Ivanka Trump at the Met Gala.

BILLY FARRELL/Patrick McMullan via Getty Images

The theme of the Met Gala that year was "The Model As Muse." Ivanka Trump wore a gown by designer Brian Reyes.

July 2009: Ivanka Trump completed her conversion to Judaism, and she and Kushner got engaged.

Jared Kushner and Ivanka Trump in 2009.

Billy Farrell/Patrick McMullan/Patrick McMullan via Getty Images

Kushner proposed with a 5.22-carat cushion-cut diamond engagement ring.Ivanka Trump told New York Magazine that she and her fiancé were "very mellow.""We go to the park. We go biking together. We go to the 2nd Avenue Deli," she said. "We both live in this fancy world. But on a personal level, I don't think I could be with somebody — I know he couldn't be with somebody — who needed to be 'on' all the time."

October 2009: Ivanka Trump and Kushner married at the Trump National Golf Club in New Jersey.

Jared Kushner and Ivanka Trump on their wedding day.

Brian Marcus/Fred Marcus Photography via Getty Images

The couple invited 500 guests, including celebrities like Barbara Walters, Regis Philbin, and Anna Wintour, as well as politicians such as Rudy Giuliani and Andrew Cuomo.

July 2011: The couple welcomed their first child, Arabella.

Ivanka Trump and Jared Kushner with Arabella Kushner.

Robin Marchant/Getty Images

"This morning @jaredkushner and I welcomed a beautiful and healthy little baby girl into the world," Ivanka announced on X, then Twitter. "We feel incredibly grateful and blessed. Thank you all for your support and well wishes!"

October 2013: Ivanka Trump gave birth to their second child, Joseph.

Ivanka Trump with Arabella Rose Kushner and Joseph Frederick Kushner in 2017.

Alo Ceballos/GC Images

He was named for Kushner's paternal grandfather Joseph and given the middle name Frederick after Donald Trump's father.

March 2016: Kushner and Ivanka Trump welcomed their third child, Theodore, in the midst of Donald Trump's presidential campaign.

Ivanka Trump carried her son Theodore as she held hands with Joseph alongside Jared Kushner and daughter Arabella on the White House lawn.

SAUL LOEB/AFP via Getty Images

"I said, 'Ivanka, it would be great if you had your baby in Iowa.' I really want that to happen. I really want that to happen," Donald Trump told supporters in Iowa in January 2016.All three of the couple's children were born in New York City.

May 2016: They attended the Met Gala two months after Ivanka Trump gave birth.

Jared Kushner and Ivanka Trump attend the Met Gala.

Kevin Mazur/WireImage

Ivanka Trump wore a red Ralph Lauren Collection halter jumpsuit.On a 2017 episode of "The Late Late Show with James Corden," Anna Wintour said that she would never invite Donald Trump to another Met Gala.

January 2017: Ivanka Trump and Kushner attended Donald Trump's inauguration and danced together at the Liberty Ball.

Ivanka Trump and Jared Kushner on Inauguration Day.

Photo by Rob Carr/Getty Images

The Liberty Ball was the first of three inaugural balls that Donald Trump attended.

January 2017: After the inauguration, Ivanka and Kushner relocated to a million home in the Kalorama section of Washington, DC.

Jared Kushner and Ivanka Trump's house in Washington, DC.

PAUL J. RICHARDS/AFP via Getty Images

Ivanka Trump and Kushner rented the 7,000-square-foot home from billionaire Andrónico Luksic for a month, The Wall Street Journal reported.

May 2017: They accompanied Donald Trump on his first overseas trip in office.

Jared Kushner and Ivanka Trump with Pope Francis.

Vatican Pool - Corbis/Corbis via Getty Images

Kushner and Ivanka Trump both served as advisors to the president. For the first overseas trip of Donald Trump's presidency, they accompanied him to Saudi Arabia, Israel, the Vatican, and summits in Brussels and Sicily.

October 2019: The couple celebrated their 10th wedding anniversary with a lavish party at Camp David.

Ivanka Trump and Jared Kushner at a state dinner.

MANDEL NGAN/AFP via Getty Images

All of the Trump and Kushner siblings were in attendance. A White House official told CNN that the couple was covering the cost of the party, but Donald Trump tweeted that the cost would be "totally paid for by me!"

August 2020: Ivanka Trump spoke about moving their family to Washington, DC, at the Republican National Convention.

Jared Kushner and Ivanka Trump at the Republican National Convention.

SAUL LOEB/AFP via Getty Images

"When Jared and I moved with our three children to Washington, we didn't exactly know what we were in for," she said in her speech. "But our kids loved it from the start."

December 2020: Ivanka Trump and Kushner reportedly bought a million empty lot in Miami's "Billionaire Bunker."

Jared Kushner and Ivanka Trump's plot of land in Indian Creek Village.

The Jills Zeder Group; Samir Hussein/WireImage/Getty Images

After Donald Trump lost the 2020 election, Page Six reported that the couple purchased a 1.8-acre waterfront lot owned by singer Julio Iglesias, Enrique Iglesias' father, in Indian Creek Village, Florida.The island where it sits has the nickname "Billionaire Bunker" thanks to its multitude of ultra-wealthy residents over the years, including billionaire investor Carl Icahn, supermodel Adriana Lima, and former Miami Dolphins coach Don Shula.

January 2021: They skipped Joe Biden's inauguration, flying with Donald Trump to his Mar-a-Lago residence in Palm Beach, Florida, instead.

Ivanka Trump, Jared Kushner, and their children prepared for Donald Trump's departure on Inauguration Day.

ALEX EDELMAN/AFP via Getty Images

Donald Trump did not attend Biden's inauguration, breaking a long-standing norm in US democracy. While initial reports said that Ivanka Trump was planning to attend the inauguration, a White House official told People magazine that "Ivanka is not expected to attend the inauguration nor was she ever expected to."

January 2021: The couple signed a lease for a luxury Miami Beach condo near their Indian Creek Village property.

Arte Surfside.

Antonio Citterio Patricia Viel

Ivanka Trump and Kushner signed a lease for a "large, unfurnished unit" in the amenities-packed Arte Surfside condominium building in Surfside, Florida.Surfside, a beachside town just north of Miami Beach that's home to fewer than 6,000 people, is only a five-minute drive from Indian Creek Island, where they bought their million empty lot.

April 2021: Ivanka Trump and Kushner reportedly added a million mansion in Indian Creek Village to their Florida real-estate profile.

Ivanka Trump and Jared Kushner on a walk in Florida.

MEGA/GC Images

The Real Deal reported that Ivanka and Kushner purchased another Indian Creek property — this time, a 8,510-square-foot mansion situated on a 1.3-acre estate.

June 2021: Several outlets reported that the couple began to distance themselves from Donald Trump due to his fixation on conspiracy theories about the 2020 election.

Ivanka Trump and Jared Kushner behind Donald Trump.

Kevin Lamarque/Reuters

CNN reported that Trump was prone to complain about the 2020 election and falsely claim it was "stolen" from him to anyone listening and that his "frustrations emerge in fits and starts — more likely when he is discussing his hopeful return to national politics."While Ivanka and Kushner had been living in their Miami Beach condo, not far from Trump's Mar-a-Lago club in Palm Beach, Florida, they'd visited Trump less and less frequently and were absent from big events at Mar-a-Lago, CNN said.The New York Times also reported that Kushner wanted "to focus on writing his book and establishing a simpler relationship" with the former president.

October 2021: Ivanka Trump and Kushner visited Israel's parliament for the inaugural event of the Abraham Accords Caucus.

Jared Kushner and Ivanka Trump in Israel.

AHMAD GHARABLI/AFP via Getty Images

The Abraham Accords, which Kushner helped broker in August 2020, normalized relations between Israel and the United Arab Emirates, Bahrain, Sudan, and Morocco.During their visit, Ivanka Trump and Kushner met with then-former Prime Minister Benjamin Netanyahu and attended an event at the Museum of Tolerance Jerusalem with former US Secretary of State Mike Pompeo.

August 2022: Kushner released his memoir, "Breaking History," in which he wrote about their courtship.

Jared Kushner.

John Lamparski/Getty Images for Concordia Summit

"In addition to being arrestingly beautiful, which I knew before we met, she was warm, funny, and brilliant," he wrote of getting to know Ivanka Trump. "She has a big heart and a tremendous zest for exploring new things."He also wrote that when he told Donald Trump that he was planning a surprise engagement, Trump "picked up the intercom and alerted Ivanka that she should expect an imminent proposal."

November 2022: Kushner attended Donald Trump's 2024 campaign announcement without Ivanka Trump.

Kimberly Guilfoyle, Jared Kushner, Eric Trump, and Lara Trump at Donald Trump's presidential campaign announcement.

Jonathan Ernst/Reuters

Ivanka Trump released a statement explaining her absence from the event."I love my father very much," her statement read. "This time around, I am choosing to prioritize my children and the private life we are creating as a family. I do not plan to be involved in politics. While I will always love and support my father, going forward I will do so outside the political arena."

July 2024: Ivanka Trump and Kushner made a rare political appearance at the Republican National Convention.

Donald Trump and Melania Trump onstage with Ivanka Trump and Jared Kushner.

Jason Armond/Los Angeles Times via Getty Images

Ivanka Trump did not campaign for her father or give a speech as she had at past Republican National Conventions, but she and Jared Kushner joined Trump family members onstage after Donald Trump's remarks.

November 2024: They joined members of the Trump family in Palm Beach, Florida, to celebrate Donald Trump's election victory.
#timeline #ivanka #trump #jared #kushner039s

A timeline of Ivanka Trump and Jared Kushner's relationship
Ivanka Trump has made it clear that she's done with politics. That hasn't stopped her and husband Jared Kushner from remaining an influential political couple.They have not formally reprised their roles as White House advisors in President Donald Trump's second administration, but they've remained present in Donald Trump's political orbit.While Ivanka Trump opted out of the 2024 campaign trail, she and Kushner still appeared at the Republican National Convention, Donald Trump's victory party on election night, and the inauguration. Kushner also reportedly served as an informal advisor ahead of Donald Trump's trip to the Middle East in May, CNN reported.Ivanka Trump, who is Donald Trump's eldest daughter, converted to Judaism before marrying Kushner in 2009. They have three children: Arabella, Joseph, and Theodore.Here's a timeline of Ivanka Trump and Kushner's relationship. 2007: Ivanka Trump and Jared Kushner met at a networking lunch arranged by one of her longtime business partners. Ivanka Trump and Jared Kushner in 2007. PAUL LAURIE/Patrick McMullan via Getty Images Ivanka Trump and Kushner were both 25 at the time."They very innocently set us up thinking that our only interest in one another would be transactional," Ivanka Trump told Vogue in 2015. "Whenever we see them we're like, 'The best deal we ever made!'" 2008: Ivanka Trump and Kushner broke up because of religious differences. Jared Kushner and Ivanka Trump in 2008. Patrick McMullan/Patrick McMullan via Getty Images Kushner was raised in the modern Orthodox Jewish tradition, and it was important to his family for him to marry someone Jewish. Ivanka Trump's family is Presbyterian. 2008: Three months later, the couple rekindled their romance on Rupert Murdoch's yacht. Ivanka Trump and Jared Kushner in 2008. David X Prutting/Patrick McMullan/Patrick McMullan via Getty Images In his memoir, "Breaking History," Kushner wrote that Murdoch's then-wife, Wendi Murdoch, was a mutual friend who invited them both on the yacht. May 2009: They attended the Met Gala together for the first time. Jared Kushner and Ivanka Trump at the Met Gala. BILLY FARRELL/Patrick McMullan via Getty Images The theme of the Met Gala that year was "The Model As Muse." Ivanka Trump wore a gown by designer Brian Reyes. July 2009: Ivanka Trump completed her conversion to Judaism, and she and Kushner got engaged. Jared Kushner and Ivanka Trump in 2009. Billy Farrell/Patrick McMullan/Patrick McMullan via Getty Images Kushner proposed with a 5.22-carat cushion-cut diamond engagement ring.Ivanka Trump told New York Magazine that she and her fiancé were "very mellow.""We go to the park. We go biking together. We go to the 2nd Avenue Deli," she said. "We both live in this fancy world. But on a personal level, I don't think I could be with somebody — I know he couldn't be with somebody — who needed to be 'on' all the time." October 2009: Ivanka Trump and Kushner married at the Trump National Golf Club in New Jersey. Jared Kushner and Ivanka Trump on their wedding day. Brian Marcus/Fred Marcus Photography via Getty Images The couple invited 500 guests, including celebrities like Barbara Walters, Regis Philbin, and Anna Wintour, as well as politicians such as Rudy Giuliani and Andrew Cuomo. July 2011: The couple welcomed their first child, Arabella. Ivanka Trump and Jared Kushner with Arabella Kushner. Robin Marchant/Getty Images "This morning @jaredkushner and I welcomed a beautiful and healthy little baby girl into the world," Ivanka announced on X, then Twitter. "We feel incredibly grateful and blessed. Thank you all for your support and well wishes!" October 2013: Ivanka Trump gave birth to their second child, Joseph. Ivanka Trump with Arabella Rose Kushner and Joseph Frederick Kushner in 2017. Alo Ceballos/GC Images He was named for Kushner's paternal grandfather Joseph and given the middle name Frederick after Donald Trump's father. March 2016: Kushner and Ivanka Trump welcomed their third child, Theodore, in the midst of Donald Trump's presidential campaign. Ivanka Trump carried her son Theodore as she held hands with Joseph alongside Jared Kushner and daughter Arabella on the White House lawn. SAUL LOEB/AFP via Getty Images "I said, 'Ivanka, it would be great if you had your baby in Iowa.' I really want that to happen. I really want that to happen," Donald Trump told supporters in Iowa in January 2016.All three of the couple's children were born in New York City. May 2016: They attended the Met Gala two months after Ivanka Trump gave birth. Jared Kushner and Ivanka Trump attend the Met Gala. Kevin Mazur/WireImage Ivanka Trump wore a red Ralph Lauren Collection halter jumpsuit.On a 2017 episode of "The Late Late Show with James Corden," Anna Wintour said that she would never invite Donald Trump to another Met Gala. January 2017: Ivanka Trump and Kushner attended Donald Trump's inauguration and danced together at the Liberty Ball. Ivanka Trump and Jared Kushner on Inauguration Day. Photo by Rob Carr/Getty Images The Liberty Ball was the first of three inaugural balls that Donald Trump attended. January 2017: After the inauguration, Ivanka and Kushner relocated to a million home in the Kalorama section of Washington, DC. Jared Kushner and Ivanka Trump's house in Washington, DC. PAUL J. RICHARDS/AFP via Getty Images Ivanka Trump and Kushner rented the 7,000-square-foot home from billionaire Andrónico Luksic for a month, The Wall Street Journal reported. May 2017: They accompanied Donald Trump on his first overseas trip in office. Jared Kushner and Ivanka Trump with Pope Francis. Vatican Pool - Corbis/Corbis via Getty Images Kushner and Ivanka Trump both served as advisors to the president. For the first overseas trip of Donald Trump's presidency, they accompanied him to Saudi Arabia, Israel, the Vatican, and summits in Brussels and Sicily. October 2019: The couple celebrated their 10th wedding anniversary with a lavish party at Camp David. Ivanka Trump and Jared Kushner at a state dinner. MANDEL NGAN/AFP via Getty Images All of the Trump and Kushner siblings were in attendance. A White House official told CNN that the couple was covering the cost of the party, but Donald Trump tweeted that the cost would be "totally paid for by me!" August 2020: Ivanka Trump spoke about moving their family to Washington, DC, at the Republican National Convention. Jared Kushner and Ivanka Trump at the Republican National Convention. SAUL LOEB/AFP via Getty Images "When Jared and I moved with our three children to Washington, we didn't exactly know what we were in for," she said in her speech. "But our kids loved it from the start." December 2020: Ivanka Trump and Kushner reportedly bought a million empty lot in Miami's "Billionaire Bunker." Jared Kushner and Ivanka Trump's plot of land in Indian Creek Village. The Jills Zeder Group; Samir Hussein/WireImage/Getty Images After Donald Trump lost the 2020 election, Page Six reported that the couple purchased a 1.8-acre waterfront lot owned by singer Julio Iglesias, Enrique Iglesias' father, in Indian Creek Village, Florida.The island where it sits has the nickname "Billionaire Bunker" thanks to its multitude of ultra-wealthy residents over the years, including billionaire investor Carl Icahn, supermodel Adriana Lima, and former Miami Dolphins coach Don Shula. January 2021: They skipped Joe Biden's inauguration, flying with Donald Trump to his Mar-a-Lago residence in Palm Beach, Florida, instead. Ivanka Trump, Jared Kushner, and their children prepared for Donald Trump's departure on Inauguration Day. ALEX EDELMAN/AFP via Getty Images Donald Trump did not attend Biden's inauguration, breaking a long-standing norm in US democracy. While initial reports said that Ivanka Trump was planning to attend the inauguration, a White House official told People magazine that "Ivanka is not expected to attend the inauguration nor was she ever expected to." January 2021: The couple signed a lease for a luxury Miami Beach condo near their Indian Creek Village property. Arte Surfside. Antonio Citterio Patricia Viel Ivanka Trump and Kushner signed a lease for a "large, unfurnished unit" in the amenities-packed Arte Surfside condominium building in Surfside, Florida.Surfside, a beachside town just north of Miami Beach that's home to fewer than 6,000 people, is only a five-minute drive from Indian Creek Island, where they bought their million empty lot. April 2021: Ivanka Trump and Kushner reportedly added a million mansion in Indian Creek Village to their Florida real-estate profile. Ivanka Trump and Jared Kushner on a walk in Florida. MEGA/GC Images The Real Deal reported that Ivanka and Kushner purchased another Indian Creek property — this time, a 8,510-square-foot mansion situated on a 1.3-acre estate. June 2021: Several outlets reported that the couple began to distance themselves from Donald Trump due to his fixation on conspiracy theories about the 2020 election. Ivanka Trump and Jared Kushner behind Donald Trump. Kevin Lamarque/Reuters CNN reported that Trump was prone to complain about the 2020 election and falsely claim it was "stolen" from him to anyone listening and that his "frustrations emerge in fits and starts — more likely when he is discussing his hopeful return to national politics."While Ivanka and Kushner had been living in their Miami Beach condo, not far from Trump's Mar-a-Lago club in Palm Beach, Florida, they'd visited Trump less and less frequently and were absent from big events at Mar-a-Lago, CNN said.The New York Times also reported that Kushner wanted "to focus on writing his book and establishing a simpler relationship" with the former president. October 2021: Ivanka Trump and Kushner visited Israel's parliament for the inaugural event of the Abraham Accords Caucus. Jared Kushner and Ivanka Trump in Israel. AHMAD GHARABLI/AFP via Getty Images The Abraham Accords, which Kushner helped broker in August 2020, normalized relations between Israel and the United Arab Emirates, Bahrain, Sudan, and Morocco.During their visit, Ivanka Trump and Kushner met with then-former Prime Minister Benjamin Netanyahu and attended an event at the Museum of Tolerance Jerusalem with former US Secretary of State Mike Pompeo. August 2022: Kushner released his memoir, "Breaking History," in which he wrote about their courtship. Jared Kushner. John Lamparski/Getty Images for Concordia Summit "In addition to being arrestingly beautiful, which I knew before we met, she was warm, funny, and brilliant," he wrote of getting to know Ivanka Trump. "She has a big heart and a tremendous zest for exploring new things."He also wrote that when he told Donald Trump that he was planning a surprise engagement, Trump "picked up the intercom and alerted Ivanka that she should expect an imminent proposal." November 2022: Kushner attended Donald Trump's 2024 campaign announcement without Ivanka Trump. Kimberly Guilfoyle, Jared Kushner, Eric Trump, and Lara Trump at Donald Trump's presidential campaign announcement. Jonathan Ernst/Reuters Ivanka Trump released a statement explaining her absence from the event."I love my father very much," her statement read. "This time around, I am choosing to prioritize my children and the private life we are creating as a family. I do not plan to be involved in politics. While I will always love and support my father, going forward I will do so outside the political arena." July 2024: Ivanka Trump and Kushner made a rare political appearance at the Republican National Convention. Donald Trump and Melania Trump onstage with Ivanka Trump and Jared Kushner. Jason Armond/Los Angeles Times via Getty Images Ivanka Trump did not campaign for her father or give a speech as she had at past Republican National Conventions, but she and Jared Kushner joined Trump family members onstage after Donald Trump's remarks. November 2024: They joined members of the Trump family in Palm Beach, Florida, to celebrate Donald Trump's election victory. #timeline #ivanka #trump #jared #kushner039s

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A timeline of Ivanka Trump and Jared Kushner's relationship

Ivanka Trump has made it clear that she's done with politics. That hasn't stopped her and husband Jared Kushner from remaining an influential political couple.They have not formally reprised their roles as White House advisors in President Donald Trump's second administration, but they've remained present in Donald Trump's political orbit.While Ivanka Trump opted out of the 2024 campaign trail, she and Kushner still appeared at the Republican National Convention, Donald Trump's victory party on election night, and the inauguration. Kushner also reportedly served as an informal advisor ahead of Donald Trump's trip to the Middle East in May, CNN reported.Ivanka Trump, who is Donald Trump's eldest daughter, converted to Judaism before marrying Kushner in 2009. They have three children: Arabella, Joseph, and Theodore.Here's a timeline of Ivanka Trump and Kushner's relationship. 2007: Ivanka Trump and Jared Kushner met at a networking lunch arranged by one of her longtime business partners. Ivanka Trump and Jared Kushner in 2007. PAUL LAURIE/Patrick McMullan via Getty Images Ivanka Trump and Kushner were both 25 at the time."They very innocently set us up thinking that our only interest in one another would be transactional," Ivanka Trump told Vogue in 2015. "Whenever we see them we're like, 'The best deal we ever made!'" 2008: Ivanka Trump and Kushner broke up because of religious differences. Jared Kushner and Ivanka Trump in 2008. Patrick McMullan/Patrick McMullan via Getty Images Kushner was raised in the modern Orthodox Jewish tradition, and it was important to his family for him to marry someone Jewish. Ivanka Trump's family is Presbyterian. 2008: Three months later, the couple rekindled their romance on Rupert Murdoch's yacht. Ivanka Trump and Jared Kushner in 2008. David X Prutting/Patrick McMullan/Patrick McMullan via Getty Images In his memoir, "Breaking History," Kushner wrote that Murdoch's then-wife, Wendi Murdoch, was a mutual friend who invited them both on the yacht. May 2009: They attended the Met Gala together for the first time. Jared Kushner and Ivanka Trump at the Met Gala. BILLY FARRELL/Patrick McMullan via Getty Images The theme of the Met Gala that year was "The Model As Muse." Ivanka Trump wore a gown by designer Brian Reyes. July 2009: Ivanka Trump completed her conversion to Judaism, and she and Kushner got engaged. Jared Kushner and Ivanka Trump in 2009. Billy Farrell/Patrick McMullan/Patrick McMullan via Getty Images Kushner proposed with a 5.22-carat cushion-cut diamond engagement ring.Ivanka Trump told New York Magazine that she and her fiancé were "very mellow.""We go to the park. We go biking together. We go to the 2nd Avenue Deli," she said. "We both live in this fancy world. But on a personal level, I don't think I could be with somebody — I know he couldn't be with somebody — who needed to be 'on' all the time." October 2009: Ivanka Trump and Kushner married at the Trump National Golf Club in New Jersey. Jared Kushner and Ivanka Trump on their wedding day. Brian Marcus/Fred Marcus Photography via Getty Images The couple invited 500 guests, including celebrities like Barbara Walters, Regis Philbin, and Anna Wintour, as well as politicians such as Rudy Giuliani and Andrew Cuomo. July 2011: The couple welcomed their first child, Arabella. Ivanka Trump and Jared Kushner with Arabella Kushner. Robin Marchant/Getty Images "This morning @jaredkushner and I welcomed a beautiful and healthy little baby girl into the world," Ivanka announced on X, then Twitter. "We feel incredibly grateful and blessed. Thank you all for your support and well wishes!" October 2013: Ivanka Trump gave birth to their second child, Joseph. Ivanka Trump with Arabella Rose Kushner and Joseph Frederick Kushner in 2017. Alo Ceballos/GC Images He was named for Kushner's paternal grandfather Joseph and given the middle name Frederick after Donald Trump's father. March 2016: Kushner and Ivanka Trump welcomed their third child, Theodore, in the midst of Donald Trump's presidential campaign. Ivanka Trump carried her son Theodore as she held hands with Joseph alongside Jared Kushner and daughter Arabella on the White House lawn. SAUL LOEB/AFP via Getty Images "I said, 'Ivanka, it would be great if you had your baby in Iowa.' I really want that to happen. I really want that to happen," Donald Trump told supporters in Iowa in January 2016.All three of the couple's children were born in New York City. May 2016: They attended the Met Gala two months after Ivanka Trump gave birth. Jared Kushner and Ivanka Trump attend the Met Gala. Kevin Mazur/WireImage Ivanka Trump wore a red Ralph Lauren Collection halter jumpsuit.On a 2017 episode of "The Late Late Show with James Corden," Anna Wintour said that she would never invite Donald Trump to another Met Gala. January 2017: Ivanka Trump and Kushner attended Donald Trump's inauguration and danced together at the Liberty Ball. Ivanka Trump and Jared Kushner on Inauguration Day. Photo by Rob Carr/Getty Images The Liberty Ball was the first of three inaugural balls that Donald Trump attended. January 2017: After the inauguration, Ivanka and Kushner relocated to a $5.5 million home in the Kalorama section of Washington, DC. Jared Kushner and Ivanka Trump's house in Washington, DC. PAUL J. RICHARDS/AFP via Getty Images Ivanka Trump and Kushner rented the 7,000-square-foot home from billionaire Andrónico Luksic for $15,000 a month, The Wall Street Journal reported. May 2017: They accompanied Donald Trump on his first overseas trip in office. Jared Kushner and Ivanka Trump with Pope Francis. Vatican Pool - Corbis/Corbis via Getty Images Kushner and Ivanka Trump both served as advisors to the president. For the first overseas trip of Donald Trump's presidency, they accompanied him to Saudi Arabia, Israel, the Vatican, and summits in Brussels and Sicily. October 2019: The couple celebrated their 10th wedding anniversary with a lavish party at Camp David. Ivanka Trump and Jared Kushner at a state dinner. MANDEL NGAN/AFP via Getty Images All of the Trump and Kushner siblings were in attendance. A White House official told CNN that the couple was covering the cost of the party, but Donald Trump tweeted that the cost would be "totally paid for by me!" August 2020: Ivanka Trump spoke about moving their family to Washington, DC, at the Republican National Convention. Jared Kushner and Ivanka Trump at the Republican National Convention. SAUL LOEB/AFP via Getty Images "When Jared and I moved with our three children to Washington, we didn't exactly know what we were in for," she said in her speech. "But our kids loved it from the start." December 2020: Ivanka Trump and Kushner reportedly bought a $32 million empty lot in Miami's "Billionaire Bunker." Jared Kushner and Ivanka Trump's plot of land in Indian Creek Village. The Jills Zeder Group; Samir Hussein/WireImage/Getty Images After Donald Trump lost the 2020 election, Page Six reported that the couple purchased a 1.8-acre waterfront lot owned by singer Julio Iglesias, Enrique Iglesias' father, in Indian Creek Village, Florida.The island where it sits has the nickname "Billionaire Bunker" thanks to its multitude of ultra-wealthy residents over the years, including billionaire investor Carl Icahn, supermodel Adriana Lima, and former Miami Dolphins coach Don Shula. January 2021: They skipped Joe Biden's inauguration, flying with Donald Trump to his Mar-a-Lago residence in Palm Beach, Florida, instead. Ivanka Trump, Jared Kushner, and their children prepared for Donald Trump's departure on Inauguration Day. ALEX EDELMAN/AFP via Getty Images Donald Trump did not attend Biden's inauguration, breaking a long-standing norm in US democracy. While initial reports said that Ivanka Trump was planning to attend the inauguration, a White House official told People magazine that "Ivanka is not expected to attend the inauguration nor was she ever expected to." January 2021: The couple signed a lease for a luxury Miami Beach condo near their Indian Creek Village property. Arte Surfside. Antonio Citterio Patricia Viel Ivanka Trump and Kushner signed a lease for a "large, unfurnished unit" in the amenities-packed Arte Surfside condominium building in Surfside, Florida.Surfside, a beachside town just north of Miami Beach that's home to fewer than 6,000 people, is only a five-minute drive from Indian Creek Island, where they bought their $32 million empty lot. April 2021: Ivanka Trump and Kushner reportedly added a $24 million mansion in Indian Creek Village to their Florida real-estate profile. Ivanka Trump and Jared Kushner on a walk in Florida. MEGA/GC Images The Real Deal reported that Ivanka and Kushner purchased another Indian Creek property — this time, a 8,510-square-foot mansion situated on a 1.3-acre estate. June 2021: Several outlets reported that the couple began to distance themselves from Donald Trump due to his fixation on conspiracy theories about the 2020 election. Ivanka Trump and Jared Kushner behind Donald Trump. Kevin Lamarque/Reuters CNN reported that Trump was prone to complain about the 2020 election and falsely claim it was "stolen" from him to anyone listening and that his "frustrations emerge in fits and starts — more likely when he is discussing his hopeful return to national politics."While Ivanka and Kushner had been living in their Miami Beach condo, not far from Trump's Mar-a-Lago club in Palm Beach, Florida, they'd visited Trump less and less frequently and were absent from big events at Mar-a-Lago, CNN said.The New York Times also reported that Kushner wanted "to focus on writing his book and establishing a simpler relationship" with the former president. October 2021: Ivanka Trump and Kushner visited Israel's parliament for the inaugural event of the Abraham Accords Caucus. Jared Kushner and Ivanka Trump in Israel. AHMAD GHARABLI/AFP via Getty Images The Abraham Accords, which Kushner helped broker in August 2020, normalized relations between Israel and the United Arab Emirates, Bahrain, Sudan, and Morocco.During their visit, Ivanka Trump and Kushner met with then-former Prime Minister Benjamin Netanyahu and attended an event at the Museum of Tolerance Jerusalem with former US Secretary of State Mike Pompeo. August 2022: Kushner released his memoir, "Breaking History," in which he wrote about their courtship. Jared Kushner. John Lamparski/Getty Images for Concordia Summit "In addition to being arrestingly beautiful, which I knew before we met, she was warm, funny, and brilliant," he wrote of getting to know Ivanka Trump. "She has a big heart and a tremendous zest for exploring new things."He also wrote that when he told Donald Trump that he was planning a surprise engagement, Trump "picked up the intercom and alerted Ivanka that she should expect an imminent proposal." November 2022: Kushner attended Donald Trump's 2024 campaign announcement without Ivanka Trump. Kimberly Guilfoyle, Jared Kushner, Eric Trump, and Lara Trump at Donald Trump's presidential campaign announcement. Jonathan Ernst/Reuters Ivanka Trump released a statement explaining her absence from the event."I love my father very much," her statement read. "This time around, I am choosing to prioritize my children and the private life we are creating as a family. I do not plan to be involved in politics. While I will always love and support my father, going forward I will do so outside the political arena." July 2024: Ivanka Trump and Kushner made a rare political appearance at the Republican National Convention. Donald Trump and Melania Trump onstage with Ivanka Trump and Jared Kushner. Jason Armond/Los Angeles Times via Getty Images Ivanka Trump did not campaign for her father or give a speech as she had at past Republican National Conventions, but she and Jared Kushner joined Trump family members onstage after Donald Trump's remarks. November 2024: They joined members of the Trump family in Palm Beach, Florida, to celebrate Donald Trump's election victory.

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2025-05-30 14:20:22 ·

Track changes: Transa repair centre in Zürich, Switzerland, by Baubüro In Situ, Zirkular and Denkstatt sàrl

The Swiss Federal Railways’ repair works in Zürich are being lightly transformed for new commercial uses
Workers at the Swiss Federal Railways’central repair works in Zürich used to climb the roof of its halls and practise handstands. It was as good a place as any to do gymnastics: out in the open air, with a view to the Käferberg rising across from a tangle of railway tracks and the river Limmat. A photograph from 1947 survives in the SBB archives, showing a light turf growing on the roof – most of the buildings that make up the works had been constructed about 30 years earlier, between 1906 and 1910 – and a group of young apprentices exercising under the stern supervision of a foreman.
The photograph captures the beginning of the repair works’ heyday. SBB was formed in 1902, the result of an 1898 referendum to nationalise the nine major private railway companies operating in Switzerland at the time. The construction of the Zürich repair works began soon after, with an office building, a workers’ canteen, shower rooms, workshops, stores and carriage halls laid out across a 42,000m2 site flanked by Hohlstrasse to the south‑west and the railway tracks connecting Zürich Central and Altstetten stations to the north‑east. Here, rolling stock could easily be redirected to the works, and transferred into its functional, skylit brick halls with the use of a lateral transfer platform.
In the postwar decades, the works came to employ upwards of 800 staff, and served as the SBB’s main repair works, or Hauptwerkstätte – there were smaller ones in Bellinzona, Chur, Yverdon-les-Bains and other locations, established by the private railway firms before nationalisation. In the same period, SBB gained international fame for its early electrification drive – the landlocked confederation lacks fossil fuel deposits but has hydropower aplenty – and modern industrial design. The Swiss railway clock, designed in 1944 by SBB employee Hans Hilfiker, is now used in transit systems around the world, and the network’s adoption of Helvetica for its graphic identity in 1978 contributed to the widespread popularisation of the typeface – long before the first iPhone.
At the turn of the millennium, SBB was turned into a joint‑stock company. All shares are owned by the state and the Swiss cantons, but the new company structure allowed the network to behave more like a private enterprise. Part of this restructuring was an appraisal of the network’s sizable real-estate holdings, which a new division, SBB Immobilien, was set up to manage in 2003. Around the same time, the Hauptwerkstätte in Zürich was downgraded to a ‘repair centre’, and plans were drawn up to develop the site, which was vast, central and fashionably post‑industrial – and so ripe for profitable exploitation. The revenue generated by SBB Immobilien has only become more important to the network since then, as its pension fund – long beset by market volatility and continuous restructurings – relies heavily on it.
When, in 2017, SBB and the city and canton of Zürich organised a competition for the redevelopment of the old repair works, Swiss architecture practice Baubüro In Situ was selected as winner ‘for its expertise in adaptive reuse, sustainable circular practices and participatory approach’, says an SBB Immobilien spokesperson. For SBB, it was important that the redevelopment, now dubbed Werkstadt Zürich, made use of the railways’ enormous catalogue of existing materials and components.For the canton, it was imperative that the scheme make room for local manufacturing in line with a broader drive to bring production back into a city dominated by services.
Founded in Basel by Barbara Buser and Eric Honegger in 1998, Baubüro In Situwas in a unique position to meet such a brief, as it operates alongside what it terms its three ‘sister companies’: Unterdessen, Zirkular, and Denkstatt Sàrl, an urban think tank run by Buser and Honegger together with Tabea Michaelis and Pascal Biedermann. All informed the masterplan for Werkstadt Zürich, which will complete its first phase this year.
The Zürich offices of the four companies have been housed in various spaces on the repair works site since 2017, while the project has been ongoing. For the past year, they have had a permanent home on a new mezzanine level constructed around the internal perimeter of the works’ cathedral‑like carriage hall. This level is accessed via two central staircases composed of reused components from SBB’s network – I‑beams of various profiles, timber, metal tube railings – which, as has become a trademark of Baubüro In Situ’s work, come together in an artfully mismatched whole. ‘The main thing this office does is as little as possible,’ says Vanessa Gerotto, an interior architect at the firm.
SBB still uses parts of the site, as is evident from train tracks that crisscross it. ‘They do repairs in some of the halls,’ explains Gerotto. ‘But they have reorganised, relocated and compacted their repair sites,’ so that approximately 18,450m2 have been freed up for commercial use at Werkstadt Zürich, including a swathe of units in the carriage hall. Here, as in other areas where they are no longer needed, SBB’s tracks have been retained but filled in with concrete and smoothed over.
Businesses have slowly filled Werkstadt Zürich as new units have been completed, and are mostly rarefied, small‑scale producers of luxury consumables: there is a chocolatier, a granola‑maker, a micro‑brewery, a gin distillery and a coffee roastery, as well as a manufacturer of coffee machines. The first commercial tenant, however, was somewhat more in keeping with the original programme of the site: the Swiss outdoor equipment brand Transa moved its repair workshop into one of the spaces in Werkstadt Zürich’s magazine building, to the south of the site, in 2023. Here, a team of 13 craftspeople repair and waterproof Gore-Tex clothing, backpacks, tents and sleeping bags that individual customers either drop off or mail to them, or that official partnering brands send directly to the centre.
‘The Transa team is currently working on a new set of curtains for the Baubüro In Situ’s offices across the yard’
This part of Werkstadt Zürich was also the first to be renovated. Baubüro In Situ, working closely with colleagues at Zirkular, undertook a substantial interior fit‑out of the triple-height space, located in the western part of the magazine wing. A new timber mezzanine was added to maximise use of the space for the client, who did not require a double-height ground floor space. This was designed to be structurally independent from the shell of the building, so that the listed structure was not impacted.
However, the weight of the mezzanine necessitated new foundations, which needed to support a load of 100kN per timber support. There were not any suitable concrete elements available on site at Werkstadt Zürich, so the teams opted for what Zirkular architect Blanca Gardelegui admits was an ‘experimental’ move, reusing concrete from a demolition site in Winterthur. Here, slabs were cut using a diamond blade saw and stacked on site using a crane. ‘Additional work,’ explains Pascal Angehrn, architect at Baubüro In Situ, ‘came from the temporary storage of the blocks,’ and their transport.
Once the blocks had been fitted into place, new concrete nevertheless had to be poured around the timber supports. This meant that, although efforts were made to reuse a wide variety of components and fittings – heaters, doors, plumbing fixtures, lights and stone windowsills – the fit‑out did not meet the architects’ own best‑case scenario of 50 per cent greenhouse gas savings, compared with using new materials and components for the renovation. Instead, they calculated the savings to sit at around 17 per cent. ‘Concrete is one of the most challenging materials to recycle,’ says Gardelegui. ‘The idea is not to do something perfectly, but to learn from the process.’
Finally, the teams introduced a wide staircase into the centre of the space, using the timber from the cut-out mezzanine flooring to make up its steps. Upon moving in, the staff at Transa’s repair centre embraced the architects’ spirit of reuse, creating their own furniture from pallets, and uplholstering with insulation cut‑offs. Tobias Stump, a member of staff at the centre, explains that their team is currently working on a new set of curtains for Baubüro In Situ’s offices across the yard.
‘The idea is not to do something perfectly, but to learn from the process’
Werkstadt Zürich has the atmosphere of a creative testing ground, where materials get shifted around and reconfigured as needs and uses change. There is genuine camaraderie among the new commercial tenants: they make curtains for each other; organise monthly ‘open factory’ days; and have even recreated the 1947 photograph of the gymnasts on the roof. But antics on the roof may not be viable much longer. The next phase of Werkstadt Zürich involves the construction of vertical extensions atop the halls and magazine wing, densifying the site for further financial gain. Bland, brand new residential towers loom just off site, a little further up Hohlstrasse. Altstetten is gentrifying rapidly, part of the city’s continual remaking of itself.
#track #changes #transa #repair #centre

Track changes: Transa repair centre in Zürich, Switzerland, by Baubüro In Situ, Zirkular and Denkstatt sàrl
The Swiss Federal Railways’ repair works in Zürich are being lightly transformed for new commercial uses Workers at the Swiss Federal Railways’central repair works in Zürich used to climb the roof of its halls and practise handstands. It was as good a place as any to do gymnastics: out in the open air, with a view to the Käferberg rising across from a tangle of railway tracks and the river Limmat. A photograph from 1947 survives in the SBB archives, showing a light turf growing on the roof – most of the buildings that make up the works had been constructed about 30 years earlier, between 1906 and 1910 – and a group of young apprentices exercising under the stern supervision of a foreman. The photograph captures the beginning of the repair works’ heyday. SBB was formed in 1902, the result of an 1898 referendum to nationalise the nine major private railway companies operating in Switzerland at the time. The construction of the Zürich repair works began soon after, with an office building, a workers’ canteen, shower rooms, workshops, stores and carriage halls laid out across a 42,000m2 site flanked by Hohlstrasse to the south‑west and the railway tracks connecting Zürich Central and Altstetten stations to the north‑east. Here, rolling stock could easily be redirected to the works, and transferred into its functional, skylit brick halls with the use of a lateral transfer platform. In the postwar decades, the works came to employ upwards of 800 staff, and served as the SBB’s main repair works, or Hauptwerkstätte – there were smaller ones in Bellinzona, Chur, Yverdon-les-Bains and other locations, established by the private railway firms before nationalisation. In the same period, SBB gained international fame for its early electrification drive – the landlocked confederation lacks fossil fuel deposits but has hydropower aplenty – and modern industrial design. The Swiss railway clock, designed in 1944 by SBB employee Hans Hilfiker, is now used in transit systems around the world, and the network’s adoption of Helvetica for its graphic identity in 1978 contributed to the widespread popularisation of the typeface – long before the first iPhone. At the turn of the millennium, SBB was turned into a joint‑stock company. All shares are owned by the state and the Swiss cantons, but the new company structure allowed the network to behave more like a private enterprise. Part of this restructuring was an appraisal of the network’s sizable real-estate holdings, which a new division, SBB Immobilien, was set up to manage in 2003. Around the same time, the Hauptwerkstätte in Zürich was downgraded to a ‘repair centre’, and plans were drawn up to develop the site, which was vast, central and fashionably post‑industrial – and so ripe for profitable exploitation. The revenue generated by SBB Immobilien has only become more important to the network since then, as its pension fund – long beset by market volatility and continuous restructurings – relies heavily on it. When, in 2017, SBB and the city and canton of Zürich organised a competition for the redevelopment of the old repair works, Swiss architecture practice Baubüro In Situ was selected as winner ‘for its expertise in adaptive reuse, sustainable circular practices and participatory approach’, says an SBB Immobilien spokesperson. For SBB, it was important that the redevelopment, now dubbed Werkstadt Zürich, made use of the railways’ enormous catalogue of existing materials and components.For the canton, it was imperative that the scheme make room for local manufacturing in line with a broader drive to bring production back into a city dominated by services. Founded in Basel by Barbara Buser and Eric Honegger in 1998, Baubüro In Situwas in a unique position to meet such a brief, as it operates alongside what it terms its three ‘sister companies’: Unterdessen, Zirkular, and Denkstatt Sàrl, an urban think tank run by Buser and Honegger together with Tabea Michaelis and Pascal Biedermann. All informed the masterplan for Werkstadt Zürich, which will complete its first phase this year. The Zürich offices of the four companies have been housed in various spaces on the repair works site since 2017, while the project has been ongoing. For the past year, they have had a permanent home on a new mezzanine level constructed around the internal perimeter of the works’ cathedral‑like carriage hall. This level is accessed via two central staircases composed of reused components from SBB’s network – I‑beams of various profiles, timber, metal tube railings – which, as has become a trademark of Baubüro In Situ’s work, come together in an artfully mismatched whole. ‘The main thing this office does is as little as possible,’ says Vanessa Gerotto, an interior architect at the firm. SBB still uses parts of the site, as is evident from train tracks that crisscross it. ‘They do repairs in some of the halls,’ explains Gerotto. ‘But they have reorganised, relocated and compacted their repair sites,’ so that approximately 18,450m2 have been freed up for commercial use at Werkstadt Zürich, including a swathe of units in the carriage hall. Here, as in other areas where they are no longer needed, SBB’s tracks have been retained but filled in with concrete and smoothed over. Businesses have slowly filled Werkstadt Zürich as new units have been completed, and are mostly rarefied, small‑scale producers of luxury consumables: there is a chocolatier, a granola‑maker, a micro‑brewery, a gin distillery and a coffee roastery, as well as a manufacturer of coffee machines. The first commercial tenant, however, was somewhat more in keeping with the original programme of the site: the Swiss outdoor equipment brand Transa moved its repair workshop into one of the spaces in Werkstadt Zürich’s magazine building, to the south of the site, in 2023. Here, a team of 13 craftspeople repair and waterproof Gore-Tex clothing, backpacks, tents and sleeping bags that individual customers either drop off or mail to them, or that official partnering brands send directly to the centre. ‘The Transa team is currently working on a new set of curtains for the Baubüro In Situ’s offices across the yard’ This part of Werkstadt Zürich was also the first to be renovated. Baubüro In Situ, working closely with colleagues at Zirkular, undertook a substantial interior fit‑out of the triple-height space, located in the western part of the magazine wing. A new timber mezzanine was added to maximise use of the space for the client, who did not require a double-height ground floor space. This was designed to be structurally independent from the shell of the building, so that the listed structure was not impacted. However, the weight of the mezzanine necessitated new foundations, which needed to support a load of 100kN per timber support. There were not any suitable concrete elements available on site at Werkstadt Zürich, so the teams opted for what Zirkular architect Blanca Gardelegui admits was an ‘experimental’ move, reusing concrete from a demolition site in Winterthur. Here, slabs were cut using a diamond blade saw and stacked on site using a crane. ‘Additional work,’ explains Pascal Angehrn, architect at Baubüro In Situ, ‘came from the temporary storage of the blocks,’ and their transport. Once the blocks had been fitted into place, new concrete nevertheless had to be poured around the timber supports. This meant that, although efforts were made to reuse a wide variety of components and fittings – heaters, doors, plumbing fixtures, lights and stone windowsills – the fit‑out did not meet the architects’ own best‑case scenario of 50 per cent greenhouse gas savings, compared with using new materials and components for the renovation. Instead, they calculated the savings to sit at around 17 per cent. ‘Concrete is one of the most challenging materials to recycle,’ says Gardelegui. ‘The idea is not to do something perfectly, but to learn from the process.’ Finally, the teams introduced a wide staircase into the centre of the space, using the timber from the cut-out mezzanine flooring to make up its steps. Upon moving in, the staff at Transa’s repair centre embraced the architects’ spirit of reuse, creating their own furniture from pallets, and uplholstering with insulation cut‑offs. Tobias Stump, a member of staff at the centre, explains that their team is currently working on a new set of curtains for Baubüro In Situ’s offices across the yard. ‘The idea is not to do something perfectly, but to learn from the process’ Werkstadt Zürich has the atmosphere of a creative testing ground, where materials get shifted around and reconfigured as needs and uses change. There is genuine camaraderie among the new commercial tenants: they make curtains for each other; organise monthly ‘open factory’ days; and have even recreated the 1947 photograph of the gymnasts on the roof. But antics on the roof may not be viable much longer. The next phase of Werkstadt Zürich involves the construction of vertical extensions atop the halls and magazine wing, densifying the site for further financial gain. Bland, brand new residential towers loom just off site, a little further up Hohlstrasse. Altstetten is gentrifying rapidly, part of the city’s continual remaking of itself. #track #changes #transa #repair #centre

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Track changes: Transa repair centre in Zürich, Switzerland, by Baubüro In Situ, Zirkular and Denkstatt sàrl

The Swiss Federal Railways’ repair works in Zürich are being lightly transformed for new commercial uses Workers at the Swiss Federal Railways’ (SBB) central repair works in Zürich used to climb the roof of its halls and practise handstands. It was as good a place as any to do gymnastics: out in the open air, with a view to the Käferberg rising across from a tangle of railway tracks and the river Limmat. A photograph from 1947 survives in the SBB archives, showing a light turf growing on the roof – most of the buildings that make up the works had been constructed about 30 years earlier, between 1906 and 1910 – and a group of young apprentices exercising under the stern supervision of a foreman. The photograph captures the beginning of the repair works’ heyday. SBB was formed in 1902, the result of an 1898 referendum to nationalise the nine major private railway companies operating in Switzerland at the time. The construction of the Zürich repair works began soon after, with an office building, a workers’ canteen, shower rooms, workshops, stores and carriage halls laid out across a 42,000m2 site flanked by Hohlstrasse to the south‑west and the railway tracks connecting Zürich Central and Altstetten stations to the north‑east. Here, rolling stock could easily be redirected to the works, and transferred into its functional, skylit brick halls with the use of a lateral transfer platform. In the postwar decades, the works came to employ upwards of 800 staff, and served as the SBB’s main repair works, or Hauptwerkstätte – there were smaller ones in Bellinzona, Chur, Yverdon-les-Bains and other locations, established by the private railway firms before nationalisation. In the same period, SBB gained international fame for its early electrification drive – the landlocked confederation lacks fossil fuel deposits but has hydropower aplenty – and modern industrial design. The Swiss railway clock, designed in 1944 by SBB employee Hans Hilfiker, is now used in transit systems around the world, and the network’s adoption of Helvetica for its graphic identity in 1978 contributed to the widespread popularisation of the typeface – long before the first iPhone. At the turn of the millennium, SBB was turned into a joint‑stock company. All shares are owned by the state and the Swiss cantons, but the new company structure allowed the network to behave more like a private enterprise. Part of this restructuring was an appraisal of the network’s sizable real-estate holdings, which a new division, SBB Immobilien, was set up to manage in 2003. Around the same time, the Hauptwerkstätte in Zürich was downgraded to a ‘repair centre’, and plans were drawn up to develop the site, which was vast, central and fashionably post‑industrial – and so ripe for profitable exploitation. The revenue generated by SBB Immobilien has only become more important to the network since then, as its pension fund – long beset by market volatility and continuous restructurings – relies heavily on it. When, in 2017, SBB and the city and canton of Zürich organised a competition for the redevelopment of the old repair works, Swiss architecture practice Baubüro In Situ was selected as winner ‘for its expertise in adaptive reuse, sustainable circular practices and participatory approach’, says an SBB Immobilien spokesperson. For SBB, it was important that the redevelopment, now dubbed Werkstadt Zürich, made use of the railways’ enormous catalogue of existing materials and components. (SBB even has its own online resale platform, where, for example, four tonnes of gravel, a disused train carriage or a stud welding machine can be acquired for a reasonable sum.) For the canton, it was imperative that the scheme make room for local manufacturing in line with a broader drive to bring production back into a city dominated by services. Founded in Basel by Barbara Buser and Eric Honegger in 1998, Baubüro In Situ (previously Baubüro Mitte) was in a unique position to meet such a brief, as it operates alongside what it terms its three ‘sister companies’: Unterdessen (founded in 2004, to organise ‘meanwhile’ uses for buildings and sites), Zirkular (established in 2020, focusing on materials and circular construction), and Denkstatt Sàrl, an urban think tank run by Buser and Honegger together with Tabea Michaelis and Pascal Biedermann. All informed the masterplan for Werkstadt Zürich, which will complete its first phase this year. The Zürich offices of the four companies have been housed in various spaces on the repair works site since 2017, while the project has been ongoing. For the past year, they have had a permanent home on a new mezzanine level constructed around the internal perimeter of the works’ cathedral‑like carriage hall. This level is accessed via two central staircases composed of reused components from SBB’s network – I‑beams of various profiles, timber, metal tube railings – which, as has become a trademark of Baubüro In Situ’s work, come together in an artfully mismatched whole. ‘The main thing this office does is as little as possible,’ says Vanessa Gerotto, an interior architect at the firm. SBB still uses parts of the site, as is evident from train tracks that crisscross it. ‘They do repairs in some of the halls,’ explains Gerotto. ‘But they have reorganised, relocated and compacted their repair sites,’ so that approximately 18,450m2 have been freed up for commercial use at Werkstadt Zürich, including a swathe of units in the carriage hall. Here, as in other areas where they are no longer needed, SBB’s tracks have been retained but filled in with concrete and smoothed over. Businesses have slowly filled Werkstadt Zürich as new units have been completed, and are mostly rarefied, small‑scale producers of luxury consumables: there is a chocolatier, a granola‑maker, a micro‑brewery, a gin distillery and a coffee roastery, as well as a manufacturer of coffee machines. The first commercial tenant, however, was somewhat more in keeping with the original programme of the site: the Swiss outdoor equipment brand Transa moved its repair workshop into one of the spaces in Werkstadt Zürich’s magazine building, to the south of the site, in 2023. Here, a team of 13 craftspeople repair and waterproof Gore-Tex clothing, backpacks, tents and sleeping bags that individual customers either drop off or mail to them, or that official partnering brands send directly to the centre. ‘The Transa team is currently working on a new set of curtains for the Baubüro In Situ’s offices across the yard’ This part of Werkstadt Zürich was also the first to be renovated. Baubüro In Situ, working closely with colleagues at Zirkular, undertook a substantial interior fit‑out of the triple-height space, located in the western part of the magazine wing. A new timber mezzanine was added to maximise use of the space for the client, who did not require a double-height ground floor space. This was designed to be structurally independent from the shell of the building, so that the listed structure was not impacted. However, the weight of the mezzanine necessitated new foundations, which needed to support a load of 100kN per timber support. There were not any suitable concrete elements available on site at Werkstadt Zürich, so the teams opted for what Zirkular architect Blanca Gardelegui admits was an ‘experimental’ move, reusing concrete from a demolition site in Winterthur. Here, slabs were cut using a diamond blade saw and stacked on site using a crane. ‘Additional work,’ explains Pascal Angehrn, architect at Baubüro In Situ, ‘came from the temporary storage of the blocks,’ and their transport. Once the blocks had been fitted into place, new concrete nevertheless had to be poured around the timber supports. This meant that, although efforts were made to reuse a wide variety of components and fittings – heaters, doors, plumbing fixtures, lights and stone windowsills – the fit‑out did not meet the architects’ own best‑case scenario of 50 per cent greenhouse gas savings, compared with using new materials and components for the renovation. Instead, they calculated the savings to sit at around 17 per cent. ‘Concrete is one of the most challenging materials to recycle,’ says Gardelegui. ‘The idea is not to do something perfectly, but to learn from the process.’ Finally, the teams introduced a wide staircase into the centre of the space, using the timber from the cut-out mezzanine flooring to make up its steps. Upon moving in, the staff at Transa’s repair centre embraced the architects’ spirit of reuse, creating their own furniture from pallets, and uplholstering with insulation cut‑offs. Tobias Stump, a member of staff at the centre, explains that their team is currently working on a new set of curtains for Baubüro In Situ’s offices across the yard. ‘The idea is not to do something perfectly, but to learn from the process’ Werkstadt Zürich has the atmosphere of a creative testing ground, where materials get shifted around and reconfigured as needs and uses change. There is genuine camaraderie among the new commercial tenants: they make curtains for each other; organise monthly ‘open factory’ days; and have even recreated the 1947 photograph of the gymnasts on the roof. But antics on the roof may not be viable much longer. The next phase of Werkstadt Zürich involves the construction of vertical extensions atop the halls and magazine wing, densifying the site for further financial gain. Bland, brand new residential towers loom just off site, a little further up Hohlstrasse. Altstetten is gentrifying rapidly, part of the city’s continual remaking of itself.

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2025-05-30 14:05:52 ·

Waste streams across Lagos

The Obalende bus terminus is one of Lagos’s most important transport nodes and a ‘graveyard’ for old danfos, which in Yoruba means ‘hurry’. These yellow‑painted minibuses form the backbone of Lagos’s informal transport system and are mostly second‑hand imports from the global north. Located in the heart of Lagos Island, Obalende is one of the first areas to be developed east of the lagoon that splits Lagos into two main halves: the Island and the Mainland. It receives a large portion of urban commuters daily, especially those entering Lagos Island for work.
Obalende plays a critical role in the cycle of material reuse across the city. The life of a danfo does not end at retirement; it continues through a vast network of informal markets and recyclers that sustain entire communities. Their metal parts are either repurposed to fix other buses or sold as scrap at markets such as Owode Onirin. Located about 25km away on the Lagos Mainland, Owode Onirin, which means ‘money iron market’ in Yoruba, is a major hub for recycled metals. Waste collectors scour the city’s demolition sites for brass and mild steel; they find copper, bronze and aluminium in discarded vehicles. These materials are then processed and sold to companies such as African Foundries and Nigerian Foundries, as well as to local smiths who transform them into building parts, moulds and decorative objects. Sorters, welders and artisans form the backbone of this circular micro‑economy. Their labour breathes new life into discarded matter.
Lagos has a State Waste Management Authority, but it is fraught with politicking and inefficient in managing the city’s complex waste cycle. In the absence of intelligent state strategies, it falls on people to engineer solutions. They add armatures, build networks and modulate the static thresholds and borders imposed by the state. Today, these techniques and intelligences, born out of scarcity, are collectively labelled ‘informality’, a term that flattens their ingenuity.
Across the streets of Obalende and around its central roundabout, kiosks and pop‑up shops dominate the landscape. Most are constructed from materials such as timber reclaimed from collapsed buildings or fallen fascias, along with salvaged tarpaulins. Stones and concrete blocks found at demolition sites are moulded into anchors using discarded plastic paint buckets, serving as bases for umbrellas offering relief from the scorching Lagos sun. To anticipate flash flooding, many structures are raised slightly above ground on short stilts. Space, which is in short supply, is creatively repurposed to serve different functions at various times of the day; a single location might host breakfast vendors in the morning, fruit sellers in the afternoon and medicine hawkers at night.
Due to its proximity to the city centre, Obalende experiences constant population shifts. Most entering the city at this node have no means of livelihood and often become salvagers. Under the curling ends of the Third Mainland Bridge, for example, a community of migrants gathers, surviving by scavenging motor parts, sometimes from old danfos, zinc roofing sheets and other materials of meagre value. Discarded mattresses, bedding and mosquito nets are repurposed as shelter beneath the noisy overpass, which becomes both workplace and home. In the absence of supportive state frameworks, communities like those in Obalende create micro‑responses to urban precarity. Their fluid, multifunctional spaces are adaptive and resilient architectures resulting from necessity, survival and material intelligence.
‘Informality as a way of life is inherently circular in its use of space and materials’
In Lagos, the most populous city in Nigeria and one of the most populated in Africa, two thirds of the population live on less than USa day, according to Amnesty International. This speaks not only to income levels but to multidimensional poverty. Unlike global cities such as Mumbai, Cape Town and Rio de Janeiro, where poorer demographics are largely confined to specific neighbourhoods at the margins, informality in Lagos is not peripheral but integral to how the city functions, defying the rigid thresholds and boundaries of formal urban planning.
Across Lagos, self‑sustaining circular economies flourish. Orile, a metal market located on the mainland, is one of the sites where discarded metals from sites in Lagos can be sold as part of a recycling system. Further out in the suburbs of Lagos, also on the mainland, is the Katangua Market, which is the biggest second‑hand clothes market in the city. In Nigeria’s largest hardware technology hub, Computer Village, just south of Lagos in Ikeja, used electrical and electronic equipmentis sold for parts. A TRT World report notes that about 18,300 tonnes of UEEE arrive in Nigeria annually – although the number varies in other studies to as much as 54,000 tonnes smuggled in – with the majority coming from Europe, closely followed by the US and China.
Computer Village evolved into a dense network of shops, stalls and kiosks between 1998 and 2000, just before Nigeria adopted early digital cellular network technology. The market sits just minutes from the local airport and the Ikeja High Court, but its edges are fluid, spilling out from the Ikeja Underbridge. Over time, formal plots have dissolved into an evolving mesh of trade; the streets are lined with kiosks and carts, built from repurposed plywood, corrugated metal and tarpaulin, that come and go. Space is not owned but claimed, temporarily held, sublet and reshuffled.
Today, Computer Village generates an estimated USbillion in annual revenue. Yet most of the shops lack permanence and are constantly at risk of demolition or displacement. In March this year, over 500 shops were demolished overnight at Owode Onirin; in 2023, shopping complexes at Computer Village were torn down in a similar way. The state has continuously announced plans to relocate Computer Village to Katangua Market, with demolition of parts of Katangua Market itself making way for the move in 2020. Urban development patterns in Lagos prioritise formal sectors while ignoring self‑organised makers and traders. This contributes to spatial exclusion, where such communities are often under threat of eviction and relocation.
Discarded devices eventually make their way to landfills. Olusosun, in the very heart of Lagos, is one of Africa’s largest landfills. Over 10,000 tonnes of waste are delivered daily, and more than 5,000 scavengers live and work here, sifting through an artificial mountain of refuse in search of value: aluminium, copper, plastic, cloth. The waste stream, enlarged by the influx of used hardware and fast fashion from the global north, creates both livelihood and hazard. Recent studies have shown that most of the residents in and around the site are exposed to harmful air conditions that affect their lungs. Additionally, the water conditions around the site show infiltration of toxic substances. Scavengers have lost their lives in the process of harvesting metals from discarded electronics.
More than a landfill, Olusosun is a stage for the politics of waste in the global south. Poor regulation enables the flow of unserviceable imports; widespread poverty creates demand for cheap, second‑hand goods. The result is a fragile, and at times dangerous, ecosystem where the absence of the state makes room for informal innovation, such as space reuse and temporary architecture, material upcycling and recycling. In Olusosun, metals are often extracted, crushed and smelted through dangerous processes like open burning. Copper and gold harvested from the ashes then make their way back into products and institutions, such as the insets of bronze or aluminium in a piece of furniture that might eventually travel back to the global north. In its usual fashion, the government has promised to decommission the Olusosun site, but little has been seen in terms of an effective plan to repurpose the site under the state’s so‑called ‘advanced waste treatment initiative’.
Informality as a way of life is inherently circular in its use of space and materials. It embodies adaptability, resilience and an intuitive response to economic and environmental conditions. The self‑built infrastructures in Lagos reveal the creativity and resilience of communities navigating the challenges of urban life. Now is the time for designers, policymakers and community leaders to work together and rethink urban development in a way that is more sustainable and responsive to the needs of the people who make cities thrive. The question is not whether informal economies will continue to exist, but how they can be designed into wider city planning – making them part of the solution, not the problem.

Featured in the May 2025 issue: Circularity
Lead image: Olympia De Maismont / AFP / Getty

2025-05-30
Reuben J Brown

Share
#waste #streams #across #lagos

Waste streams across Lagos
The Obalende bus terminus is one of Lagos’s most important transport nodes and a ‘graveyard’ for old danfos, which in Yoruba means ‘hurry’. These yellow‑painted minibuses form the backbone of Lagos’s informal transport system and are mostly second‑hand imports from the global north. Located in the heart of Lagos Island, Obalende is one of the first areas to be developed east of the lagoon that splits Lagos into two main halves: the Island and the Mainland. It receives a large portion of urban commuters daily, especially those entering Lagos Island for work. Obalende plays a critical role in the cycle of material reuse across the city. The life of a danfo does not end at retirement; it continues through a vast network of informal markets and recyclers that sustain entire communities. Their metal parts are either repurposed to fix other buses or sold as scrap at markets such as Owode Onirin. Located about 25km away on the Lagos Mainland, Owode Onirin, which means ‘money iron market’ in Yoruba, is a major hub for recycled metals. Waste collectors scour the city’s demolition sites for brass and mild steel; they find copper, bronze and aluminium in discarded vehicles. These materials are then processed and sold to companies such as African Foundries and Nigerian Foundries, as well as to local smiths who transform them into building parts, moulds and decorative objects. Sorters, welders and artisans form the backbone of this circular micro‑economy. Their labour breathes new life into discarded matter. Lagos has a State Waste Management Authority, but it is fraught with politicking and inefficient in managing the city’s complex waste cycle. In the absence of intelligent state strategies, it falls on people to engineer solutions. They add armatures, build networks and modulate the static thresholds and borders imposed by the state. Today, these techniques and intelligences, born out of scarcity, are collectively labelled ‘informality’, a term that flattens their ingenuity. Across the streets of Obalende and around its central roundabout, kiosks and pop‑up shops dominate the landscape. Most are constructed from materials such as timber reclaimed from collapsed buildings or fallen fascias, along with salvaged tarpaulins. Stones and concrete blocks found at demolition sites are moulded into anchors using discarded plastic paint buckets, serving as bases for umbrellas offering relief from the scorching Lagos sun. To anticipate flash flooding, many structures are raised slightly above ground on short stilts. Space, which is in short supply, is creatively repurposed to serve different functions at various times of the day; a single location might host breakfast vendors in the morning, fruit sellers in the afternoon and medicine hawkers at night. Due to its proximity to the city centre, Obalende experiences constant population shifts. Most entering the city at this node have no means of livelihood and often become salvagers. Under the curling ends of the Third Mainland Bridge, for example, a community of migrants gathers, surviving by scavenging motor parts, sometimes from old danfos, zinc roofing sheets and other materials of meagre value. Discarded mattresses, bedding and mosquito nets are repurposed as shelter beneath the noisy overpass, which becomes both workplace and home. In the absence of supportive state frameworks, communities like those in Obalende create micro‑responses to urban precarity. Their fluid, multifunctional spaces are adaptive and resilient architectures resulting from necessity, survival and material intelligence. ‘Informality as a way of life is inherently circular in its use of space and materials’ In Lagos, the most populous city in Nigeria and one of the most populated in Africa, two thirds of the population live on less than USa day, according to Amnesty International. This speaks not only to income levels but to multidimensional poverty. Unlike global cities such as Mumbai, Cape Town and Rio de Janeiro, where poorer demographics are largely confined to specific neighbourhoods at the margins, informality in Lagos is not peripheral but integral to how the city functions, defying the rigid thresholds and boundaries of formal urban planning. Across Lagos, self‑sustaining circular economies flourish. Orile, a metal market located on the mainland, is one of the sites where discarded metals from sites in Lagos can be sold as part of a recycling system. Further out in the suburbs of Lagos, also on the mainland, is the Katangua Market, which is the biggest second‑hand clothes market in the city. In Nigeria’s largest hardware technology hub, Computer Village, just south of Lagos in Ikeja, used electrical and electronic equipmentis sold for parts. A TRT World report notes that about 18,300 tonnes of UEEE arrive in Nigeria annually – although the number varies in other studies to as much as 54,000 tonnes smuggled in – with the majority coming from Europe, closely followed by the US and China. Computer Village evolved into a dense network of shops, stalls and kiosks between 1998 and 2000, just before Nigeria adopted early digital cellular network technology. The market sits just minutes from the local airport and the Ikeja High Court, but its edges are fluid, spilling out from the Ikeja Underbridge. Over time, formal plots have dissolved into an evolving mesh of trade; the streets are lined with kiosks and carts, built from repurposed plywood, corrugated metal and tarpaulin, that come and go. Space is not owned but claimed, temporarily held, sublet and reshuffled. Today, Computer Village generates an estimated USbillion in annual revenue. Yet most of the shops lack permanence and are constantly at risk of demolition or displacement. In March this year, over 500 shops were demolished overnight at Owode Onirin; in 2023, shopping complexes at Computer Village were torn down in a similar way. The state has continuously announced plans to relocate Computer Village to Katangua Market, with demolition of parts of Katangua Market itself making way for the move in 2020. Urban development patterns in Lagos prioritise formal sectors while ignoring self‑organised makers and traders. This contributes to spatial exclusion, where such communities are often under threat of eviction and relocation. Discarded devices eventually make their way to landfills. Olusosun, in the very heart of Lagos, is one of Africa’s largest landfills. Over 10,000 tonnes of waste are delivered daily, and more than 5,000 scavengers live and work here, sifting through an artificial mountain of refuse in search of value: aluminium, copper, plastic, cloth. The waste stream, enlarged by the influx of used hardware and fast fashion from the global north, creates both livelihood and hazard. Recent studies have shown that most of the residents in and around the site are exposed to harmful air conditions that affect their lungs. Additionally, the water conditions around the site show infiltration of toxic substances. Scavengers have lost their lives in the process of harvesting metals from discarded electronics. More than a landfill, Olusosun is a stage for the politics of waste in the global south. Poor regulation enables the flow of unserviceable imports; widespread poverty creates demand for cheap, second‑hand goods. The result is a fragile, and at times dangerous, ecosystem where the absence of the state makes room for informal innovation, such as space reuse and temporary architecture, material upcycling and recycling. In Olusosun, metals are often extracted, crushed and smelted through dangerous processes like open burning. Copper and gold harvested from the ashes then make their way back into products and institutions, such as the insets of bronze or aluminium in a piece of furniture that might eventually travel back to the global north. In its usual fashion, the government has promised to decommission the Olusosun site, but little has been seen in terms of an effective plan to repurpose the site under the state’s so‑called ‘advanced waste treatment initiative’. Informality as a way of life is inherently circular in its use of space and materials. It embodies adaptability, resilience and an intuitive response to economic and environmental conditions. The self‑built infrastructures in Lagos reveal the creativity and resilience of communities navigating the challenges of urban life. Now is the time for designers, policymakers and community leaders to work together and rethink urban development in a way that is more sustainable and responsive to the needs of the people who make cities thrive. The question is not whether informal economies will continue to exist, but how they can be designed into wider city planning – making them part of the solution, not the problem. Featured in the May 2025 issue: Circularity Lead image: Olympia De Maismont / AFP / Getty 2025-05-30 Reuben J Brown Share #waste #streams #across #lagos

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Waste streams across Lagos

The Obalende bus terminus is one of Lagos’s most important transport nodes and a ‘graveyard’ for old danfos, which in Yoruba means ‘hurry’. These yellow‑painted minibuses form the backbone of Lagos’s informal transport system and are mostly second‑hand imports from the global north. Located in the heart of Lagos Island, Obalende is one of the first areas to be developed east of the lagoon that splits Lagos into two main halves: the Island and the Mainland. It receives a large portion of urban commuters daily, especially those entering Lagos Island for work. Obalende plays a critical role in the cycle of material reuse across the city. The life of a danfo does not end at retirement; it continues through a vast network of informal markets and recyclers that sustain entire communities. Their metal parts are either repurposed to fix other buses or sold as scrap at markets such as Owode Onirin. Located about 25km away on the Lagos Mainland, Owode Onirin, which means ‘money iron market’ in Yoruba, is a major hub for recycled metals. Waste collectors scour the city’s demolition sites for brass and mild steel; they find copper, bronze and aluminium in discarded vehicles. These materials are then processed and sold to companies such as African Foundries and Nigerian Foundries, as well as to local smiths who transform them into building parts, moulds and decorative objects. Sorters, welders and artisans form the backbone of this circular micro‑economy. Their labour breathes new life into discarded matter. Lagos has a State Waste Management Authority, but it is fraught with politicking and inefficient in managing the city’s complex waste cycle. In the absence of intelligent state strategies, it falls on people to engineer solutions. They add armatures, build networks and modulate the static thresholds and borders imposed by the state. Today, these techniques and intelligences, born out of scarcity, are collectively labelled ‘informality’, a term that flattens their ingenuity. Across the streets of Obalende and around its central roundabout, kiosks and pop‑up shops dominate the landscape. Most are constructed from materials such as timber reclaimed from collapsed buildings or fallen fascias, along with salvaged tarpaulins. Stones and concrete blocks found at demolition sites are moulded into anchors using discarded plastic paint buckets, serving as bases for umbrellas offering relief from the scorching Lagos sun. To anticipate flash flooding, many structures are raised slightly above ground on short stilts. Space, which is in short supply, is creatively repurposed to serve different functions at various times of the day; a single location might host breakfast vendors in the morning, fruit sellers in the afternoon and medicine hawkers at night. Due to its proximity to the city centre, Obalende experiences constant population shifts. Most entering the city at this node have no means of livelihood and often become salvagers. Under the curling ends of the Third Mainland Bridge, for example, a community of migrants gathers, surviving by scavenging motor parts, sometimes from old danfos, zinc roofing sheets and other materials of meagre value. Discarded mattresses, bedding and mosquito nets are repurposed as shelter beneath the noisy overpass, which becomes both workplace and home. In the absence of supportive state frameworks, communities like those in Obalende create micro‑responses to urban precarity. Their fluid, multifunctional spaces are adaptive and resilient architectures resulting from necessity, survival and material intelligence. ‘Informality as a way of life is inherently circular in its use of space and materials’ In Lagos, the most populous city in Nigeria and one of the most populated in Africa, two thirds of the population live on less than US$1 a day, according to Amnesty International. This speaks not only to income levels but to multidimensional poverty. Unlike global cities such as Mumbai, Cape Town and Rio de Janeiro, where poorer demographics are largely confined to specific neighbourhoods at the margins, informality in Lagos is not peripheral but integral to how the city functions, defying the rigid thresholds and boundaries of formal urban planning. Across Lagos, self‑sustaining circular economies flourish. Orile, a metal market located on the mainland, is one of the sites where discarded metals from sites in Lagos can be sold as part of a recycling system. Further out in the suburbs of Lagos, also on the mainland, is the Katangua Market, which is the biggest second‑hand clothes market in the city. In Nigeria’s largest hardware technology hub, Computer Village, just south of Lagos in Ikeja, used electrical and electronic equipment (UEEE) is sold for parts. A TRT World report notes that about 18,300 tonnes of UEEE arrive in Nigeria annually – although the number varies in other studies to as much as 54,000 tonnes smuggled in – with the majority coming from Europe, closely followed by the US and China. Computer Village evolved into a dense network of shops, stalls and kiosks between 1998 and 2000, just before Nigeria adopted early digital cellular network technology. The market sits just minutes from the local airport and the Ikeja High Court, but its edges are fluid, spilling out from the Ikeja Underbridge. Over time, formal plots have dissolved into an evolving mesh of trade; the streets are lined with kiosks and carts, built from repurposed plywood, corrugated metal and tarpaulin, that come and go. Space is not owned but claimed, temporarily held, sublet and reshuffled. Today, Computer Village generates an estimated US$2 billion in annual revenue. Yet most of the shops lack permanence and are constantly at risk of demolition or displacement. In March this year, over 500 shops were demolished overnight at Owode Onirin; in 2023, shopping complexes at Computer Village were torn down in a similar way. The state has continuously announced plans to relocate Computer Village to Katangua Market, with demolition of parts of Katangua Market itself making way for the move in 2020. Urban development patterns in Lagos prioritise formal sectors while ignoring self‑organised makers and traders. This contributes to spatial exclusion, where such communities are often under threat of eviction and relocation. Discarded devices eventually make their way to landfills. Olusosun, in the very heart of Lagos, is one of Africa’s largest landfills. Over 10,000 tonnes of waste are delivered daily, and more than 5,000 scavengers live and work here, sifting through an artificial mountain of refuse in search of value: aluminium, copper, plastic, cloth. The waste stream, enlarged by the influx of used hardware and fast fashion from the global north, creates both livelihood and hazard. Recent studies have shown that most of the residents in and around the site are exposed to harmful air conditions that affect their lungs. Additionally, the water conditions around the site show infiltration of toxic substances. Scavengers have lost their lives in the process of harvesting metals from discarded electronics. More than a landfill, Olusosun is a stage for the politics of waste in the global south. Poor regulation enables the flow of unserviceable imports; widespread poverty creates demand for cheap, second‑hand goods. The result is a fragile, and at times dangerous, ecosystem where the absence of the state makes room for informal innovation, such as space reuse and temporary architecture, material upcycling and recycling. In Olusosun, metals are often extracted, crushed and smelted through dangerous processes like open burning. Copper and gold harvested from the ashes then make their way back into products and institutions, such as the insets of bronze or aluminium in a piece of furniture that might eventually travel back to the global north. In its usual fashion, the government has promised to decommission the Olusosun site, but little has been seen in terms of an effective plan to repurpose the site under the state’s so‑called ‘advanced waste treatment initiative’. Informality as a way of life is inherently circular in its use of space and materials. It embodies adaptability, resilience and an intuitive response to economic and environmental conditions. The self‑built infrastructures in Lagos reveal the creativity and resilience of communities navigating the challenges of urban life. Now is the time for designers, policymakers and community leaders to work together and rethink urban development in a way that is more sustainable and responsive to the needs of the people who make cities thrive. The question is not whether informal economies will continue to exist, but how they can be designed into wider city planning – making them part of the solution, not the problem. Featured in the May 2025 issue: Circularity Lead image: Olympia De Maismont / AFP / Getty 2025-05-30 Reuben J Brown Share

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2025-05-30 14:05:30 ·

On this day: May 28

May 28: Republic Day in Armenia; Independence Day in AzerbaijanMozaffar ad-Din

585 BC – According to the Greek historian Herodotus, a solar eclipse, accurately predicted by Thales of Miletus, abruptly ended the Battle of Halys between the Lydians and the Medes.
1644 – English Civil War: Royalist troops stormed and captured the Parliamentarian stronghold of Bolton, leading to a massacre of defenders and local residents.
1901 – Mozaffar ad-Din, Shah of Persia, granted exclusive rights to prospect for oil in the country to William Knox D'Arcy.
1937 – The rise of Neville Chamberlain culminated with his accession as Prime Minister of the United Kingdom, being summoned to Buckingham Palace to "kiss hands".
2002 – An independent commission appointed by the Football Association voted two-to-one to allow Wimbledon F.C. to relocate from London to Milton Keynes.
Robert BaldockFrancis GleesonDietrich Fischer-DieskauKylie MinogueMore anniversaries:
May 27
May 28
May 29

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On this day: May 28
May 28: Republic Day in Armenia; Independence Day in AzerbaijanMozaffar ad-Din 585 BC – According to the Greek historian Herodotus, a solar eclipse, accurately predicted by Thales of Miletus, abruptly ended the Battle of Halys between the Lydians and the Medes. 1644 – English Civil War: Royalist troops stormed and captured the Parliamentarian stronghold of Bolton, leading to a massacre of defenders and local residents. 1901 – Mozaffar ad-Din, Shah of Persia, granted exclusive rights to prospect for oil in the country to William Knox D'Arcy. 1937 – The rise of Neville Chamberlain culminated with his accession as Prime Minister of the United Kingdom, being summoned to Buckingham Palace to "kiss hands". 2002 – An independent commission appointed by the Football Association voted two-to-one to allow Wimbledon F.C. to relocate from London to Milton Keynes. Robert BaldockFrancis GleesonDietrich Fischer-DieskauKylie MinogueMore anniversaries: May 27 May 28 May 29 Archive By email List of days of the year About #this #day

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On this day: May 28

May 28: Republic Day in Armenia (1918); Independence Day in Azerbaijan (1918) Mozaffar ad-Din 585 BC – According to the Greek historian Herodotus, a solar eclipse, accurately predicted by Thales of Miletus, abruptly ended the Battle of Halys between the Lydians and the Medes. 1644 – English Civil War: Royalist troops stormed and captured the Parliamentarian stronghold of Bolton, leading to a massacre of defenders and local residents. 1901 – Mozaffar ad-Din (pictured), Shah of Persia, granted exclusive rights to prospect for oil in the country to William Knox D'Arcy. 1937 – The rise of Neville Chamberlain culminated with his accession as Prime Minister of the United Kingdom, being summoned to Buckingham Palace to "kiss hands". 2002 – An independent commission appointed by the Football Association voted two-to-one to allow Wimbledon F.C. to relocate from London to Milton Keynes. Robert Baldock (d. 1327)Francis Gleeson (b. 1884)Dietrich Fischer-Dieskau (b. 1925)Kylie Minogue (b. 1968) More anniversaries: May 27 May 28 May 29 Archive By email List of days of the year About

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2025-05-30 14:05:23 ·

Pope-Leighey House: Frank Lloyd Wright’s Usonian Ideal in Built Form

Pope-Leighey House | © Peter Thomas via Unsplash
Constructed in 1940, the Pope-Leighey House represents Frank Lloyd Wright’s Usonian vision, his architectural response to the social, economic, and aesthetic conditions of mid-20th-century America. Designed for middle-class clients, the Usonian houses were intended to democratize quality design, providing spatial dignity at an affordable cost. In stark contrast to the mass-produced suburban housing of the post-Depression era, Wright sought to design individualized homes rooted in site, economy, and human scale.

Pope-Leighey House Technical Information

Architects1-6: Frank Lloyd Wright
Original Location: Falls Church, Virginia, USA
Current Location: Woodlawn Plantation, Alexandria, Virginia, USA
Gross Area: 111.5 m2 | 1,200 Sq. Ft.
Project Years: 1939 – 1940
Relocation: 1964Photographs: © Photographer

The house of moderate cost is not only America’s major architectural problem but the problem most difficult for her major architects. I would rather solve it with satisfaction to myself and Usonia than anything I can think of.
– Frank Lloyd Wright 7

Pope-Leighey House Photographs

© Lincoln Barbour

© Peter Thomas via Unsplash

© Peter Thomas via Unsplash

© Lincoln Barbour

© Lincoln Barbour

© Peter Thomas via Unsplash

© Peter Thomas via Unsplash

© Peter Thomas via Unsplash
Contextual Framework and Commissioning
The house, commissioned by journalist Loren Pope, was initially situated in Falls Church, Virginia, on a wooded lot chosen to amplify Wright’s principles of organic architecture. Working within a modest budget, Pope approached Wright after reading his critique of conventional American housing. Wright accepted the commission and delivered a design reflecting his social idealism and formal ingenuity.
In 1964, the house was relocated to the grounds of the Woodlawn Plantation in Alexandria, Virginia, due to the construction of Interstate 66. While disrupting the original site specificity, this preservation affirms the cultural value placed on the work and raises enduring questions about the transposability of architecture designed for a particular place.
Design Principles and Architectural Language
The Pope-Leighey House distills the essential characteristics of Wright’s Usonian ideology. Modest in scale, the 1,200-square-foot house is arranged in an L-shaped plan, responding to programmatic needs and solar orientation. The linearity of the bedroom wing intersects perpendicularly with the open-plan living space, forming a sheltered outdoor terrace that extends the perceived interior volume into the landscape.
Wright’s orchestration of spatial experience is central to the house’s architectural impact. The low-ceilinged entrance compresses space, setting up a dynamic release into the double-height living area, an architectural maneuver reminiscent of his earlier Prairie houses. Here, horizontality is emphasized in elevation and experience, reinforced by continuous bands of clerestory windows and built-in furnishings that draw the eye laterally across space.
Materially, the house embodies a deliberate economy. Red tidewater cypress, brick, and concrete are left exposed, articulating their structural and tectonic roles without ornament. The poured concrete floor contains radiant heating, a functional and experiential feature that foregrounds the integration of structure, comfort, and environmental control. Window mullions extend into perforated wooden panels, demonstrating Wright’s inclination to merge architecture and craft, blurring the line between enclosure and furnishing.
Structural Rationality and Construction Methodology
A defining feature of the Usonian series, particularly the Pope-Leighey House, is the modular planning system. Based on a two-foot grid, the plan promotes construction efficiency while enabling spatial flexibility. This systemic logic underpins the entire design, from wall placements to window dimensions, allowing the house to feel simultaneously rigorous and organic.
Construction strategies were purposefully stripped of excess. The flat roof, cantilevered overhangs, and minimal interior partitions reflect an architecture of subtraction. Without a basement or attic, the house resists hierarchy in its vertical organization. Walls are built with simple sandwich panel techniques, and furniture is integrated into the architecture, reducing material use and creating visual unity.
Despite the constraints, the house achieves a high level of tectonic expression. The integration of structure and detail is particularly evident in the living room’s perforated wood screens, which serve as decorative elements, light diffusers, and spatial dividers. These craft elements reinforce the Gesamtkunstwerk ambition in Wright’s residential works: a house as a total, synthesized environment.
Legacy and Architectural Significance
Today, the Pope-Leighey House is a critical touchstone in Wright’s late-career trajectory. It encapsulates a radical yet modest vision, architecture not as monumentality but as a refined environment for everyday life. Preserved by the National Trust for Historic Preservation, the house continues to serve as a pedagogical model, offering insights into material stewardship, compact living, and formal economy.
In architectural discourse, Wright’s larger commissions often overshadow the Usonian homes. Yet the Pope-Leighey House demands recognition for what it accomplishes within limitations. It is a project that questions conventional paradigms of domestic space and asserts that thoughtful design is not a luxury reserved for the elite but a right that can and should be extended to all.
The house’s quiet radicalism remains relevant in today’s discussions of affordable housing, sustainable design, and spatial minimalism. Its influence is evident in contemporary explorations of prefab architecture, passive environmental systems, and spatial efficiency, fields that continue to grapple with the same questions Wright addressed eight decades ago.
Pope-Leighey House Plans

Floor Plan | © Frank Lloyd Wright

Section | © Frank Lloyd Wright

East Elevation | © Frank Lloyd Wright

North Elevation | © Frank Lloyd Wright

West Elevation | © Frank Lloyd Wright
Pope-Leighey House Image Gallery

About Frank Lloyd Wright
Frank Lloyd Wrightwas an American architect widely regarded as one of the most influential figures in modern architecture. Known for developing the philosophy of organic architecture, he sought harmony between human habitation and the natural world through forms, materials, and spatial compositions that responded to context. His prolific career includes iconic works such as Fallingwater, the Guggenheim Museum, and the Usonian houses, redefined residential architecture in the 20th century.
Credits and Additional Notes

Original Client: Loren Pope
Architectural Style: Usonian
Structure: Wood frame on a concrete slab with radiant heating
Materials: Tidewater cypress, brick, concrete, glass
Design Team: Frank Lloyd Wright and Taliesin Fellowship apprentices
Preservation: Owned and maintained by the National Trust for Historic Preservation
#popeleighey #house #frank #lloyd #wrights

Pope-Leighey House: Frank Lloyd Wright’s Usonian Ideal in Built Form
Pope-Leighey House | © Peter Thomas via Unsplash Constructed in 1940, the Pope-Leighey House represents Frank Lloyd Wright’s Usonian vision, his architectural response to the social, economic, and aesthetic conditions of mid-20th-century America. Designed for middle-class clients, the Usonian houses were intended to democratize quality design, providing spatial dignity at an affordable cost. In stark contrast to the mass-produced suburban housing of the post-Depression era, Wright sought to design individualized homes rooted in site, economy, and human scale. Pope-Leighey House Technical Information Architects1-6: Frank Lloyd Wright Original Location: Falls Church, Virginia, USA Current Location: Woodlawn Plantation, Alexandria, Virginia, USA Gross Area: 111.5 m2 | 1,200 Sq. Ft. Project Years: 1939 – 1940 Relocation: 1964Photographs: © Photographer The house of moderate cost is not only America’s major architectural problem but the problem most difficult for her major architects. I would rather solve it with satisfaction to myself and Usonia than anything I can think of. – Frank Lloyd Wright 7 Pope-Leighey House Photographs © Lincoln Barbour © Peter Thomas via Unsplash © Peter Thomas via Unsplash © Lincoln Barbour © Lincoln Barbour © Peter Thomas via Unsplash © Peter Thomas via Unsplash © Peter Thomas via Unsplash Contextual Framework and Commissioning The house, commissioned by journalist Loren Pope, was initially situated in Falls Church, Virginia, on a wooded lot chosen to amplify Wright’s principles of organic architecture. Working within a modest budget, Pope approached Wright after reading his critique of conventional American housing. Wright accepted the commission and delivered a design reflecting his social idealism and formal ingenuity. In 1964, the house was relocated to the grounds of the Woodlawn Plantation in Alexandria, Virginia, due to the construction of Interstate 66. While disrupting the original site specificity, this preservation affirms the cultural value placed on the work and raises enduring questions about the transposability of architecture designed for a particular place. Design Principles and Architectural Language The Pope-Leighey House distills the essential characteristics of Wright’s Usonian ideology. Modest in scale, the 1,200-square-foot house is arranged in an L-shaped plan, responding to programmatic needs and solar orientation. The linearity of the bedroom wing intersects perpendicularly with the open-plan living space, forming a sheltered outdoor terrace that extends the perceived interior volume into the landscape. Wright’s orchestration of spatial experience is central to the house’s architectural impact. The low-ceilinged entrance compresses space, setting up a dynamic release into the double-height living area, an architectural maneuver reminiscent of his earlier Prairie houses. Here, horizontality is emphasized in elevation and experience, reinforced by continuous bands of clerestory windows and built-in furnishings that draw the eye laterally across space. Materially, the house embodies a deliberate economy. Red tidewater cypress, brick, and concrete are left exposed, articulating their structural and tectonic roles without ornament. The poured concrete floor contains radiant heating, a functional and experiential feature that foregrounds the integration of structure, comfort, and environmental control. Window mullions extend into perforated wooden panels, demonstrating Wright’s inclination to merge architecture and craft, blurring the line between enclosure and furnishing. Structural Rationality and Construction Methodology A defining feature of the Usonian series, particularly the Pope-Leighey House, is the modular planning system. Based on a two-foot grid, the plan promotes construction efficiency while enabling spatial flexibility. This systemic logic underpins the entire design, from wall placements to window dimensions, allowing the house to feel simultaneously rigorous and organic. Construction strategies were purposefully stripped of excess. The flat roof, cantilevered overhangs, and minimal interior partitions reflect an architecture of subtraction. Without a basement or attic, the house resists hierarchy in its vertical organization. Walls are built with simple sandwich panel techniques, and furniture is integrated into the architecture, reducing material use and creating visual unity. Despite the constraints, the house achieves a high level of tectonic expression. The integration of structure and detail is particularly evident in the living room’s perforated wood screens, which serve as decorative elements, light diffusers, and spatial dividers. These craft elements reinforce the Gesamtkunstwerk ambition in Wright’s residential works: a house as a total, synthesized environment. Legacy and Architectural Significance Today, the Pope-Leighey House is a critical touchstone in Wright’s late-career trajectory. It encapsulates a radical yet modest vision, architecture not as monumentality but as a refined environment for everyday life. Preserved by the National Trust for Historic Preservation, the house continues to serve as a pedagogical model, offering insights into material stewardship, compact living, and formal economy. In architectural discourse, Wright’s larger commissions often overshadow the Usonian homes. Yet the Pope-Leighey House demands recognition for what it accomplishes within limitations. It is a project that questions conventional paradigms of domestic space and asserts that thoughtful design is not a luxury reserved for the elite but a right that can and should be extended to all. The house’s quiet radicalism remains relevant in today’s discussions of affordable housing, sustainable design, and spatial minimalism. Its influence is evident in contemporary explorations of prefab architecture, passive environmental systems, and spatial efficiency, fields that continue to grapple with the same questions Wright addressed eight decades ago. Pope-Leighey House Plans Floor Plan | © Frank Lloyd Wright Section | © Frank Lloyd Wright East Elevation | © Frank Lloyd Wright North Elevation | © Frank Lloyd Wright West Elevation | © Frank Lloyd Wright Pope-Leighey House Image Gallery About Frank Lloyd Wright Frank Lloyd Wrightwas an American architect widely regarded as one of the most influential figures in modern architecture. Known for developing the philosophy of organic architecture, he sought harmony between human habitation and the natural world through forms, materials, and spatial compositions that responded to context. His prolific career includes iconic works such as Fallingwater, the Guggenheim Museum, and the Usonian houses, redefined residential architecture in the 20th century. Credits and Additional Notes Original Client: Loren Pope Architectural Style: Usonian Structure: Wood frame on a concrete slab with radiant heating Materials: Tidewater cypress, brick, concrete, glass Design Team: Frank Lloyd Wright and Taliesin Fellowship apprentices Preservation: Owned and maintained by the National Trust for Historic Preservation #popeleighey #house #frank #lloyd #wrights

ARCHEYES.COM

Pope-Leighey House: Frank Lloyd Wright’s Usonian Ideal in Built Form

Pope-Leighey House | © Peter Thomas via Unsplash Constructed in 1940, the Pope-Leighey House represents Frank Lloyd Wright’s Usonian vision, his architectural response to the social, economic, and aesthetic conditions of mid-20th-century America. Designed for middle-class clients, the Usonian houses were intended to democratize quality design, providing spatial dignity at an affordable cost. In stark contrast to the mass-produced suburban housing of the post-Depression era, Wright sought to design individualized homes rooted in site, economy, and human scale. Pope-Leighey House Technical Information Architects1-6: Frank Lloyd Wright Original Location: Falls Church, Virginia, USA Current Location: Woodlawn Plantation, Alexandria, Virginia, USA Gross Area: 111.5 m2 | 1,200 Sq. Ft. Project Years: 1939 – 1940 Relocation: 1964 (due to the construction of Interstate 66) Photographs: © Photographer The house of moderate cost is not only America’s major architectural problem but the problem most difficult for her major architects. I would rather solve it with satisfaction to myself and Usonia than anything I can think of. – Frank Lloyd Wright 7 Pope-Leighey House Photographs © Lincoln Barbour © Peter Thomas via Unsplash © Peter Thomas via Unsplash © Lincoln Barbour © Lincoln Barbour © Peter Thomas via Unsplash © Peter Thomas via Unsplash © Peter Thomas via Unsplash Contextual Framework and Commissioning The house, commissioned by journalist Loren Pope, was initially situated in Falls Church, Virginia, on a wooded lot chosen to amplify Wright’s principles of organic architecture. Working within a modest budget, Pope approached Wright after reading his critique of conventional American housing. Wright accepted the commission and delivered a design reflecting his social idealism and formal ingenuity. In 1964, the house was relocated to the grounds of the Woodlawn Plantation in Alexandria, Virginia, due to the construction of Interstate 66. While disrupting the original site specificity, this preservation affirms the cultural value placed on the work and raises enduring questions about the transposability of architecture designed for a particular place. Design Principles and Architectural Language The Pope-Leighey House distills the essential characteristics of Wright’s Usonian ideology. Modest in scale, the 1,200-square-foot house is arranged in an L-shaped plan, responding to programmatic needs and solar orientation. The linearity of the bedroom wing intersects perpendicularly with the open-plan living space, forming a sheltered outdoor terrace that extends the perceived interior volume into the landscape. Wright’s orchestration of spatial experience is central to the house’s architectural impact. The low-ceilinged entrance compresses space, setting up a dynamic release into the double-height living area, an architectural maneuver reminiscent of his earlier Prairie houses. Here, horizontality is emphasized in elevation and experience, reinforced by continuous bands of clerestory windows and built-in furnishings that draw the eye laterally across space. Materially, the house embodies a deliberate economy. Red tidewater cypress, brick, and concrete are left exposed, articulating their structural and tectonic roles without ornament. The poured concrete floor contains radiant heating, a functional and experiential feature that foregrounds the integration of structure, comfort, and environmental control. Window mullions extend into perforated wooden panels, demonstrating Wright’s inclination to merge architecture and craft, blurring the line between enclosure and furnishing. Structural Rationality and Construction Methodology A defining feature of the Usonian series, particularly the Pope-Leighey House, is the modular planning system. Based on a two-foot grid, the plan promotes construction efficiency while enabling spatial flexibility. This systemic logic underpins the entire design, from wall placements to window dimensions, allowing the house to feel simultaneously rigorous and organic. Construction strategies were purposefully stripped of excess. The flat roof, cantilevered overhangs, and minimal interior partitions reflect an architecture of subtraction. Without a basement or attic, the house resists hierarchy in its vertical organization. Walls are built with simple sandwich panel techniques, and furniture is integrated into the architecture, reducing material use and creating visual unity. Despite the constraints, the house achieves a high level of tectonic expression. The integration of structure and detail is particularly evident in the living room’s perforated wood screens, which serve as decorative elements, light diffusers, and spatial dividers. These craft elements reinforce the Gesamtkunstwerk ambition in Wright’s residential works: a house as a total, synthesized environment. Legacy and Architectural Significance Today, the Pope-Leighey House is a critical touchstone in Wright’s late-career trajectory. It encapsulates a radical yet modest vision, architecture not as monumentality but as a refined environment for everyday life. Preserved by the National Trust for Historic Preservation, the house continues to serve as a pedagogical model, offering insights into material stewardship, compact living, and formal economy. In architectural discourse, Wright’s larger commissions often overshadow the Usonian homes. Yet the Pope-Leighey House demands recognition for what it accomplishes within limitations. It is a project that questions conventional paradigms of domestic space and asserts that thoughtful design is not a luxury reserved for the elite but a right that can and should be extended to all. The house’s quiet radicalism remains relevant in today’s discussions of affordable housing, sustainable design, and spatial minimalism. Its influence is evident in contemporary explorations of prefab architecture, passive environmental systems, and spatial efficiency, fields that continue to grapple with the same questions Wright addressed eight decades ago. Pope-Leighey House Plans Floor Plan | © Frank Lloyd Wright Section | © Frank Lloyd Wright East Elevation | © Frank Lloyd Wright North Elevation | © Frank Lloyd Wright West Elevation | © Frank Lloyd Wright Pope-Leighey House Image Gallery About Frank Lloyd Wright Frank Lloyd Wright (1867–1959) was an American architect widely regarded as one of the most influential figures in modern architecture. Known for developing the philosophy of organic architecture, he sought harmony between human habitation and the natural world through forms, materials, and spatial compositions that responded to context. His prolific career includes iconic works such as Fallingwater, the Guggenheim Museum, and the Usonian houses, redefined residential architecture in the 20th century. Credits and Additional Notes Original Client: Loren Pope Architectural Style: Usonian Structure: Wood frame on a concrete slab with radiant heating Materials: Tidewater cypress, brick, concrete, glass Design Team: Frank Lloyd Wright and Taliesin Fellowship apprentices Preservation: Owned and maintained by the National Trust for Historic Preservation

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2025-05-29 16:28:40 ·

5 ways the EU’s bold new startup plan could boost its tech ecosystem

The European Commission has unveiled ambitious plans to cut red tape and make the EU a more attractive place for tech businesses to scale.
Launched today, the EU Startup and Scaleup Strategy comes as the bloc scrambles to attract and retain tech startups amid stiff competition from the US and Asia.
Under the new initiative, the EU has laid out a five-point plan to close the gap with its rivals. It’s also in talks to deploy a public-private fund of at least €10bn under the new strategy, Reuters reports.
Here’s the lowdown:
1. Making rules less painful
European startups regularly express frustrations that EU regulation holds them back.
To ease that, the EU wants to create a “28th regime” — essentially a simplified legal framework for companies to operate under a single set of rules across the 27 member states. It’s meant to reduce headaches around things like taxes, employment rules, or insolvency.
There’s also a new digital ID, the European Business Wallet, scheduled for rollout during the fourth quarter of this year. The ID is meant to make it easier and faster to deal with public administrations by providing a digital identity and data exchange system that reduces paperwork and manual verification. For example, a startup using the wallet could instantly share verified credentials with a government agency, potentially skipping weeks of paperwork.
Additionally, the upcoming European Innovation Act, scheduled to come into force in 2026, will offer startups more “regulatory sandboxes” where they can safely test new ideas without tripping over outdated rules.
2. Closing the funding gap
In 2024, US startups raised bn, more than triple the bn figure for European companies, according to Crunchbase.
The EU proposes three measures to close the gap.
The first is the Savings and Investments Union, designed to channel more household savings and private capital into European businesses. It aims to do this through mechanisms such as lowering the transaction costs of cross-border investments to attract more outside capital and simplifying insolvency laws to give investors greater confidence in backing a startup that might go belly up.
Secondly, it plans to “expand and simplify” the European Innovation Council, the EU body that gives startups access to the funding and coaching they need to scale.
Thirdly, it looks to develop an Innovation Investment Pact, a voluntary initiative designed to entice big institutional investors to back EU funds, venture capital firms, and scaleups. It aims to do this by lowering the complexity, cost, and risks of investing in smaller funds and companies — making it easier for the big fish to fund the little guys.
Combined, the idea is to make it a lot easier for European startups to grow without relocating abroad.
3. Helping ideas leave the lab
While Europe is known for world-class research, that doesn’t always translate to world-class businesses.
The EU wants to change that with a “Lab to Unicorn” initiative that connects startups with universities across Europe. The idea is to make it easier — and fairer — to turn academic research into spinouts. It will include guidance on licensing intellectual property, sharing revenue or equity, and commercialising cutting-edge research.
4. Attracting world-class talent
Hiring skilled people — especially across borders — is often a major barrier for European startups.
The EU’s “Blue Carpet” plans to streamline hiring of international talent. The initiative will focus on entrepreneurial education, better employee stock options, and cross-border employment. The bloc is also pushing for a Blue Card Directive, which will encourage member states to fast-track visas for non-EU founders. If it works, startups might find it easier to build international teams, keep top talent, and relocate themselves.
5. Opening up critical infrastructure
Finally, the EU wants to make it easier for startups to access high-end research labs and tech infrastructure — the kind of facilities usually reserved for big players. A new Charter of Access will aim to standardise and simplify this process, so startups can tap into these resources more easily and bring products to market faster.
Ekaterina Zaharieva, European Commissioner for Startups, Research, and Innovation, said the five-point plan would “remove the barriers” holding back the region’s entrepreneurs.
“The strategy will enable us to turn Europe’s wealth of creativity, research, and ambition into thriving new companies, quality jobs, and real-world impacts,” she said.
The plan signals a clear intent to boost Europe’s startup landscape. But with global rivals moving fast, much will depend on how quickly and decisively the EU turns ambition into action.

Story by

Siôn Geschwindt

Siôn is a freelance science and technology reporter, specialising in climate and energy. From nuclear fusion breakthroughs to electric vehicSiôn is a freelance science and technology reporter, specialising in climate and energy. From nuclear fusion breakthroughs to electric vehicles, he's happiest sourcing a scoop, investigating the impact of emerging technologies, and even putting them to the test. He has five years of journalism experience and holds a dual degree in media and environmental science from the University of Cape Town, South Africa. When he's not writing, you can probably find Siôn out hiking, surfing, playing the drums or catering to his moderate caffeine addiction. You can contact him at: sion.geschwindtprotonmailcom

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#ways #eus #bold #new #startup

5 ways the EU’s bold new startup plan could boost its tech ecosystem
The European Commission has unveiled ambitious plans to cut red tape and make the EU a more attractive place for tech businesses to scale. Launched today, the EU Startup and Scaleup Strategy comes as the bloc scrambles to attract and retain tech startups amid stiff competition from the US and Asia. Under the new initiative, the EU has laid out a five-point plan to close the gap with its rivals. It’s also in talks to deploy a public-private fund of at least €10bn under the new strategy, Reuters reports. Here’s the lowdown: 1. Making rules less painful European startups regularly express frustrations that EU regulation holds them back. To ease that, the EU wants to create a “28th regime” — essentially a simplified legal framework for companies to operate under a single set of rules across the 27 member states. It’s meant to reduce headaches around things like taxes, employment rules, or insolvency. There’s also a new digital ID, the European Business Wallet, scheduled for rollout during the fourth quarter of this year. The ID is meant to make it easier and faster to deal with public administrations by providing a digital identity and data exchange system that reduces paperwork and manual verification. For example, a startup using the wallet could instantly share verified credentials with a government agency, potentially skipping weeks of paperwork.    Additionally, the upcoming European Innovation Act, scheduled to come into force in 2026, will offer startups more “regulatory sandboxes” where they can safely test new ideas without tripping over outdated rules. 2. Closing the funding gap In 2024, US startups raised bn, more than triple the bn figure for European companies, according to Crunchbase. The EU proposes three measures to close the gap. The first is the Savings and Investments Union, designed to channel more household savings and private capital into European businesses. It aims to do this through mechanisms such as lowering the transaction costs of cross-border investments to attract more outside capital and simplifying insolvency laws to give investors greater confidence in backing a startup that might go belly up. Secondly, it plans to “expand and simplify” the European Innovation Council, the EU body that gives startups access to the funding and coaching they need to scale. Thirdly, it looks to develop an Innovation Investment Pact, a voluntary initiative designed to entice big institutional investors to back EU funds, venture capital firms, and scaleups. It aims to do this by lowering the complexity, cost, and risks of investing in smaller funds and companies — making it easier for the big fish to fund the little guys. Combined, the idea is to make it a lot easier for European startups to grow without relocating abroad. 3. Helping ideas leave the lab While Europe is known for world-class research, that doesn’t always translate to world-class businesses. The EU wants to change that with a “Lab to Unicorn” initiative that connects startups with universities across Europe. The idea is to make it easier — and fairer — to turn academic research into spinouts. It will include guidance on licensing intellectual property, sharing revenue or equity, and commercialising cutting-edge research. 4. Attracting world-class talent Hiring skilled people — especially across borders — is often a major barrier for European startups. The EU’s “Blue Carpet” plans to streamline hiring of international talent. The initiative will focus on entrepreneurial education, better employee stock options, and cross-border employment. The bloc is also pushing for a Blue Card Directive, which will encourage member states to fast-track visas for non-EU founders. If it works, startups might find it easier to build international teams, keep top talent, and relocate themselves. 5. Opening up critical infrastructure Finally, the EU wants to make it easier for startups to access high-end research labs and tech infrastructure — the kind of facilities usually reserved for big players. A new Charter of Access will aim to standardise and simplify this process, so startups can tap into these resources more easily and bring products to market faster. Ekaterina Zaharieva, European Commissioner for Startups, Research, and Innovation, said the five-point plan would “remove the barriers” holding back the region’s entrepreneurs. “The strategy will enable us to turn Europe’s wealth of creativity, research, and ambition into thriving new companies, quality jobs, and real-world impacts,” she said.   The plan signals a clear intent to boost Europe’s startup landscape. But with global rivals moving fast, much will depend on how quickly and decisively the EU turns ambition into action. Story by Siôn Geschwindt Siôn is a freelance science and technology reporter, specialising in climate and energy. From nuclear fusion breakthroughs to electric vehicSiôn is a freelance science and technology reporter, specialising in climate and energy. From nuclear fusion breakthroughs to electric vehicles, he's happiest sourcing a scoop, investigating the impact of emerging technologies, and even putting them to the test. He has five years of journalism experience and holds a dual degree in media and environmental science from the University of Cape Town, South Africa. When he's not writing, you can probably find Siôn out hiking, surfing, playing the drums or catering to his moderate caffeine addiction. You can contact him at: sion.geschwindtprotonmailcom Get the TNW newsletter Get the most important tech news in your inbox each week. #ways #eus #bold #new #startup

THENEXTWEB.COM

5 ways the EU’s bold new startup plan could boost its tech ecosystem

The European Commission has unveiled ambitious plans to cut red tape and make the EU a more attractive place for tech businesses to scale. Launched today, the EU Startup and Scaleup Strategy comes as the bloc scrambles to attract and retain tech startups amid stiff competition from the US and Asia. Under the new initiative, the EU has laid out a five-point plan to close the gap with its rivals. It’s also in talks to deploy a public-private fund of at least €10bn under the new strategy, Reuters reports. Here’s the lowdown: 1. Making rules less painful European startups regularly express frustrations that EU regulation holds them back. To ease that, the EU wants to create a “28th regime” — essentially a simplified legal framework for companies to operate under a single set of rules across the 27 member states. It’s meant to reduce headaches around things like taxes, employment rules, or insolvency. There’s also a new digital ID, the European Business Wallet, scheduled for rollout during the fourth quarter of this year. The ID is meant to make it easier and faster to deal with public administrations by providing a digital identity and data exchange system that reduces paperwork and manual verification. For example, a startup using the wallet could instantly share verified credentials with a government agency, potentially skipping weeks of paperwork.    Additionally, the upcoming European Innovation Act, scheduled to come into force in 2026, will offer startups more “regulatory sandboxes” where they can safely test new ideas without tripping over outdated rules. 2. Closing the funding gap In 2024, US startups raised $178bn, more than triple the $51bn figure for European companies, according to Crunchbase. The EU proposes three measures to close the gap. The first is the Savings and Investments Union, designed to channel more household savings and private capital into European businesses. It aims to do this through mechanisms such as lowering the transaction costs of cross-border investments to attract more outside capital and simplifying insolvency laws to give investors greater confidence in backing a startup that might go belly up. Secondly, it plans to “expand and simplify” the European Innovation Council, the EU body that gives startups access to the funding and coaching they need to scale. Thirdly, it looks to develop an Innovation Investment Pact, a voluntary initiative designed to entice big institutional investors to back EU funds, venture capital firms, and scaleups. It aims to do this by lowering the complexity, cost, and risks of investing in smaller funds and companies — making it easier for the big fish to fund the little guys. Combined, the idea is to make it a lot easier for European startups to grow without relocating abroad. 3. Helping ideas leave the lab While Europe is known for world-class research, that doesn’t always translate to world-class businesses. The EU wants to change that with a “Lab to Unicorn” initiative that connects startups with universities across Europe. The idea is to make it easier — and fairer — to turn academic research into spinouts. It will include guidance on licensing intellectual property, sharing revenue or equity, and commercialising cutting-edge research. 4. Attracting world-class talent Hiring skilled people — especially across borders — is often a major barrier for European startups. The EU’s “Blue Carpet” plans to streamline hiring of international talent. The initiative will focus on entrepreneurial education, better employee stock options, and cross-border employment. The bloc is also pushing for a Blue Card Directive, which will encourage member states to fast-track visas for non-EU founders. If it works, startups might find it easier to build international teams, keep top talent, and relocate themselves. 5. Opening up critical infrastructure Finally, the EU wants to make it easier for startups to access high-end research labs and tech infrastructure — the kind of facilities usually reserved for big players. A new Charter of Access will aim to standardise and simplify this process, so startups can tap into these resources more easily and bring products to market faster. Ekaterina Zaharieva, European Commissioner for Startups, Research, and Innovation, said the five-point plan would “remove the barriers” holding back the region’s entrepreneurs. “The strategy will enable us to turn Europe’s wealth of creativity, research, and ambition into thriving new companies, quality jobs, and real-world impacts,” she said.   The plan signals a clear intent to boost Europe’s startup landscape. But with global rivals moving fast, much will depend on how quickly and decisively the EU turns ambition into action. Story by Siôn Geschwindt Siôn is a freelance science and technology reporter, specialising in climate and energy. From nuclear fusion breakthroughs to electric vehic (show all) Siôn is a freelance science and technology reporter, specialising in climate and energy. From nuclear fusion breakthroughs to electric vehicles, he's happiest sourcing a scoop, investigating the impact of emerging technologies, and even putting them to the test. He has five years of journalism experience and holds a dual degree in media and environmental science from the University of Cape Town, South Africa. When he's not writing, you can probably find Siôn out hiking, surfing, playing the drums or catering to his moderate caffeine addiction. You can contact him at: sion.geschwindt [at] protonmail [dot] com Get the TNW newsletter Get the most important tech news in your inbox each week.

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The Next Web paylaşılan bir bağlantı

2025-05-29 15:36:43 ·

5 ways the EU’s bold new startup plan could boost its tech ecosystem

The European Commission has unveiled ambitious plans to cut red tape and make the EU a more attractive place for tech businesses to scale.
Launched today, the EU Startup and Scaleup Strategy comes as the bloc scrambles to attract and retain tech startups amid stiff competition from the US and Asia.
Under the new initiative, the EU has laid out a five-point plan to close the gap with its rivals. It’s also in talks to deploy a public-private fund of at least €10bn under the new strategy, Reuters reports.
Here’s the lowdown:
1. Making rules less painful
European startups regularly express frustrations that EU regulation holds them back.
To ease that, the EU wants to create a “28th regime” — essentially a simplified legal framework for companies to operate under a single set of rules across the 27 member states. It’s meant to reduce headaches around things like taxes, employment rules, or insolvency.
There’s also a new digital ID, the European Business Wallet, scheduled for rollout during the fourth quarter of this year. The ID is meant to make it easier and faster to deal with public administrations by providing a digital identity and data exchange system that reduces paperwork and manual verification. For example, a startup using the wallet could instantly share verified credentials with a government agency, potentially skipping weeks of paperwork.
Additionally, the upcoming European Innovation Act, scheduled to come into force in 2026, will offer startups more “regulatory sandboxes” where they can safely test new ideas without tripping over outdated rules.
2. Closing the funding gap
In 2024, US startups raised bn, more than triple the bn figure for European companies, according to Crunchbase.
The EU proposes three measures to close the gap.
The first is the Savings and Investments Union, designed to channel more household savings and private capital into European businesses. It aims to do this through mechanisms such as lowering the transaction costs of cross-border investments to attract more outside capital and simplifying insolvency laws to give investors greater confidence in backing a startup that might go belly up.
Secondly, it plans to “expand and simplify” the European Innovation Council, the EU body that gives startups access to the funding and coaching they need to scale.
Thirdly, it looks to develop an Innovation Investment Pact, a voluntary initiative designed to entice big institutional investors to back EU funds, venture capital firms, and scaleups. It aims to do this by lowering the complexity, cost, and risks of investing in smaller funds and companies — making it easier for the big fish to fund the little guys.
Combined, the idea is to make it a lot easier for European startups to grow without relocating abroad.
3. Helping ideas leave the lab
While Europe is known for world-class research, that doesn’t always translate to world-class businesses.
The EU wants to change that with a “Lab to Unicorn” initiative that connects startups with universities across Europe. The idea is to make it easier — and fairer — to turn academic research into spinouts. It will include guidance on licensing intellectual property, sharing revenue or equity, and commercialising cutting-edge research.
4. Attracting world-class talent
Hiring skilled people — especially across borders — is often a major barrier for European startups.
The EU’s “Blue Carpet” plans to streamline hiring of international talent. The initiative will focus on entrepreneurial education, better employee stock options, and cross-border employment. The bloc is also pushing for a Blue Card Directive, which will encourage member states to fast-track visas for non-EU founders. If it works, startups might find it easier to build international teams, keep top talent, and relocate themselves.
5. Opening up critical infrastructure
Finally, the EU wants to make it easier for startups to access high-end research labs and tech infrastructure — the kind of facilities usually reserved for big players. A new Charter of Access will aim to standardise and simplify this process, so startups can tap into these resources more easily and bring products to market faster.
Ekaterina Zaharieva, European Commissioner for Startups, Research, and Innovation, said the five-point plan would “remove the barriers” holding back the region’s entrepreneurs.
“The strategy will enable us to turn Europe’s wealth of creativity, research, and ambition into thriving new companies, quality jobs, and real-world impacts,” she said.
The plan signals a clear intent to boost Europe’s startup landscape. But with global rivals moving fast, much will depend on how quickly and decisively the EU turns ambition into action.

Story by

Siôn Geschwindt

Siôn is a freelance science and technology reporter, specialising in climate and energy. From nuclear fusion breakthroughs to electric vehicSiôn is a freelance science and technology reporter, specialising in climate and energy. From nuclear fusion breakthroughs to electric vehicles, he's happiest sourcing a scoop, investigating the impact of emerging technologies, and even putting them to the test. He has five years of journalism experience and holds a dual degree in media and environmental science from the University of Cape Town, South Africa. When he's not writing, you can probably find Siôn out hiking, surfing, playing the drums or catering to his moderate caffeine addiction. You can contact him at: sion.geschwindtprotonmailcom

Get the TNW newsletter
Get the most important tech news in your inbox each week.
#ways #eus #bold #new #startup

5 ways the EU’s bold new startup plan could boost its tech ecosystem
The European Commission has unveiled ambitious plans to cut red tape and make the EU a more attractive place for tech businesses to scale. Launched today, the EU Startup and Scaleup Strategy comes as the bloc scrambles to attract and retain tech startups amid stiff competition from the US and Asia. Under the new initiative, the EU has laid out a five-point plan to close the gap with its rivals. It’s also in talks to deploy a public-private fund of at least €10bn under the new strategy, Reuters reports. Here’s the lowdown: 1. Making rules less painful European startups regularly express frustrations that EU regulation holds them back. To ease that, the EU wants to create a “28th regime” — essentially a simplified legal framework for companies to operate under a single set of rules across the 27 member states. It’s meant to reduce headaches around things like taxes, employment rules, or insolvency. There’s also a new digital ID, the European Business Wallet, scheduled for rollout during the fourth quarter of this year. The ID is meant to make it easier and faster to deal with public administrations by providing a digital identity and data exchange system that reduces paperwork and manual verification. For example, a startup using the wallet could instantly share verified credentials with a government agency, potentially skipping weeks of paperwork.    Additionally, the upcoming European Innovation Act, scheduled to come into force in 2026, will offer startups more “regulatory sandboxes” where they can safely test new ideas without tripping over outdated rules. 2. Closing the funding gap In 2024, US startups raised bn, more than triple the bn figure for European companies, according to Crunchbase. The EU proposes three measures to close the gap. The first is the Savings and Investments Union, designed to channel more household savings and private capital into European businesses. It aims to do this through mechanisms such as lowering the transaction costs of cross-border investments to attract more outside capital and simplifying insolvency laws to give investors greater confidence in backing a startup that might go belly up. Secondly, it plans to “expand and simplify” the European Innovation Council, the EU body that gives startups access to the funding and coaching they need to scale. Thirdly, it looks to develop an Innovation Investment Pact, a voluntary initiative designed to entice big institutional investors to back EU funds, venture capital firms, and scaleups. It aims to do this by lowering the complexity, cost, and risks of investing in smaller funds and companies — making it easier for the big fish to fund the little guys. Combined, the idea is to make it a lot easier for European startups to grow without relocating abroad. 3. Helping ideas leave the lab While Europe is known for world-class research, that doesn’t always translate to world-class businesses. The EU wants to change that with a “Lab to Unicorn” initiative that connects startups with universities across Europe. The idea is to make it easier — and fairer — to turn academic research into spinouts. It will include guidance on licensing intellectual property, sharing revenue or equity, and commercialising cutting-edge research. 4. Attracting world-class talent Hiring skilled people — especially across borders — is often a major barrier for European startups. The EU’s “Blue Carpet” plans to streamline hiring of international talent. The initiative will focus on entrepreneurial education, better employee stock options, and cross-border employment. The bloc is also pushing for a Blue Card Directive, which will encourage member states to fast-track visas for non-EU founders. If it works, startups might find it easier to build international teams, keep top talent, and relocate themselves. 5. Opening up critical infrastructure Finally, the EU wants to make it easier for startups to access high-end research labs and tech infrastructure — the kind of facilities usually reserved for big players. A new Charter of Access will aim to standardise and simplify this process, so startups can tap into these resources more easily and bring products to market faster. Ekaterina Zaharieva, European Commissioner for Startups, Research, and Innovation, said the five-point plan would “remove the barriers” holding back the region’s entrepreneurs. “The strategy will enable us to turn Europe’s wealth of creativity, research, and ambition into thriving new companies, quality jobs, and real-world impacts,” she said.   The plan signals a clear intent to boost Europe’s startup landscape. But with global rivals moving fast, much will depend on how quickly and decisively the EU turns ambition into action. Story by Siôn Geschwindt Siôn is a freelance science and technology reporter, specialising in climate and energy. From nuclear fusion breakthroughs to electric vehicSiôn is a freelance science and technology reporter, specialising in climate and energy. From nuclear fusion breakthroughs to electric vehicles, he's happiest sourcing a scoop, investigating the impact of emerging technologies, and even putting them to the test. He has five years of journalism experience and holds a dual degree in media and environmental science from the University of Cape Town, South Africa. When he's not writing, you can probably find Siôn out hiking, surfing, playing the drums or catering to his moderate caffeine addiction. You can contact him at: sion.geschwindtprotonmailcom Get the TNW newsletter Get the most important tech news in your inbox each week. #ways #eus #bold #new #startup

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5 ways the EU’s bold new startup plan could boost its tech ecosystem

The European Commission has unveiled ambitious plans to cut red tape and make the EU a more attractive place for tech businesses to scale. Launched today, the EU Startup and Scaleup Strategy comes as the bloc scrambles to attract and retain tech startups amid stiff competition from the US and Asia. Under the new initiative, the EU has laid out a five-point plan to close the gap with its rivals. It’s also in talks to deploy a public-private fund of at least €10bn under the new strategy, Reuters reports. Here’s the lowdown: 1. Making rules less painful European startups regularly express frustrations that EU regulation holds them back. To ease that, the EU wants to create a “28th regime” — essentially a simplified legal framework for companies to operate under a single set of rules across the 27 member states. It’s meant to reduce headaches around things like taxes, employment rules, or insolvency. There’s also a new digital ID, the European Business Wallet, scheduled for rollout during the fourth quarter of this year. The ID is meant to make it easier and faster to deal with public administrations by providing a digital identity and data exchange system that reduces paperwork and manual verification. For example, a startup using the wallet could instantly share verified credentials with a government agency, potentially skipping weeks of paperwork.    Additionally, the upcoming European Innovation Act, scheduled to come into force in 2026, will offer startups more “regulatory sandboxes” where they can safely test new ideas without tripping over outdated rules. 2. Closing the funding gap In 2024, US startups raised $178bn, more than triple the $51bn figure for European companies, according to Crunchbase. The EU proposes three measures to close the gap. The first is the Savings and Investments Union, designed to channel more household savings and private capital into European businesses. It aims to do this through mechanisms such as lowering the transaction costs of cross-border investments to attract more outside capital and simplifying insolvency laws to give investors greater confidence in backing a startup that might go belly up. Secondly, it plans to “expand and simplify” the European Innovation Council, the EU body that gives startups access to the funding and coaching they need to scale. Thirdly, it looks to develop an Innovation Investment Pact, a voluntary initiative designed to entice big institutional investors to back EU funds, venture capital firms, and scaleups. It aims to do this by lowering the complexity, cost, and risks of investing in smaller funds and companies — making it easier for the big fish to fund the little guys. Combined, the idea is to make it a lot easier for European startups to grow without relocating abroad. 3. Helping ideas leave the lab While Europe is known for world-class research, that doesn’t always translate to world-class businesses. The EU wants to change that with a “Lab to Unicorn” initiative that connects startups with universities across Europe. The idea is to make it easier — and fairer — to turn academic research into spinouts. It will include guidance on licensing intellectual property, sharing revenue or equity, and commercialising cutting-edge research. 4. Attracting world-class talent Hiring skilled people — especially across borders — is often a major barrier for European startups. The EU’s “Blue Carpet” plans to streamline hiring of international talent. The initiative will focus on entrepreneurial education, better employee stock options, and cross-border employment. The bloc is also pushing for a Blue Card Directive, which will encourage member states to fast-track visas for non-EU founders. If it works, startups might find it easier to build international teams, keep top talent, and relocate themselves. 5. Opening up critical infrastructure Finally, the EU wants to make it easier for startups to access high-end research labs and tech infrastructure — the kind of facilities usually reserved for big players. A new Charter of Access will aim to standardise and simplify this process, so startups can tap into these resources more easily and bring products to market faster. Ekaterina Zaharieva, European Commissioner for Startups, Research, and Innovation, said the five-point plan would “remove the barriers” holding back the region’s entrepreneurs. “The strategy will enable us to turn Europe’s wealth of creativity, research, and ambition into thriving new companies, quality jobs, and real-world impacts,” she said.   The plan signals a clear intent to boost Europe’s startup landscape. But with global rivals moving fast, much will depend on how quickly and decisively the EU turns ambition into action. Story by Siôn Geschwindt Siôn is a freelance science and technology reporter, specialising in climate and energy. From nuclear fusion breakthroughs to electric vehic (show all) Siôn is a freelance science and technology reporter, specialising in climate and energy. From nuclear fusion breakthroughs to electric vehicles, he's happiest sourcing a scoop, investigating the impact of emerging technologies, and even putting them to the test. He has five years of journalism experience and holds a dual degree in media and environmental science from the University of Cape Town, South Africa. When he's not writing, you can probably find Siôn out hiking, surfing, playing the drums or catering to his moderate caffeine addiction. You can contact him at: sion.geschwindt [at] protonmail [dot] com Get the TNW newsletter Get the most important tech news in your inbox each week.

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2025-05-27 17:07:24 ·

Juniper Networks CIO Analyzes Career Options for Leaders at the Top

John Edwards, Technology Journalist & AuthorMay 27, 20254 Min ReadSharon Mandell, CIO of Juniper NetworksSharon Mandell, chief information officer of Juniper Networks, has held various CIO and CTO roles over the past 25 years, each building upon her previous experience and matching her current life phase. In her current role, Mandell is in charge of IT strategy and implementation for an enterprise that offers high-performance networking and cybersecurity products to service providers, businesses, and public sector organizations. In a recent email interview, Mandell discussed the options available for CIOs looking to further advance their careers. What should be the next logical career step for a current CIO? That really depends on the individual CIO, their time in the role, the scope of their responsibilities, the scale of the companies they've worked for, and most importantly, their personal interests and aspirations. The next step could be another CIO role at a larger company in the same industry, or a shift to a different industry -- smaller, same-sized, or even larger -- if the challenge is compelling. It could be a smaller organization with a mission or opportunity that you’ve always wanted to take on. Some CIOs take on adjacent or additional functions -- customer support, engineering, marketing, HR. I haven't yet seen a CIO move into CFO or chief counsel, but with the right background, it's not out of the question. Related:You could step into a COO or even CEO role. Somemove into venture capital or advisory roles. There's no single "right" next step -- it's about what makes sense for your unique path and purpose. When is the best time to make a career move? When you feel like you're no longer having a significant impact or adding meaningful value in your current role. I've often felt taking on new roles can feel like being thrown into the deep end of the pool -- completely overwhelmed at first, but eventually you develop a vision and begin driving change. When those changes start to feel incremental instead of transformative, it may be time to move on. Sometimes, opportunities show up when you're not actively looking -- something that fills a gap in your background, stretches you in a big way, or offers a challenge you’ve always wanted to take on. Even if you're happy where you are -- not that the CIO role is ever truly comfortable -- you’ve got to be open to those moments. When is the best time to stay in place? I don't like leaving a role when I've taken a risk on a project, a technology, or a transformation and haven't yet seen it through to a solid or stable outcome. Related:I also don't want to leave a leadership team holding the bag, especially if I've been pushing them outside their comfort zones. I want my peers to understand why I've made certain decisions, and that usually means staying long enough to deliver real results. That said, sometimes opportunities won't wait. You’ll have to weigh whether staying to finish something or making a move offers more long-term value. At the end of the day, I want the people I leave behind to want to work with me again should the right opportunity arise. What's the biggest mistake CIOs make when planning a career move? Chasing title, prestige, or compensation as the sole driver of the decision, or assuming that "bigger" is always better. At the end of the day, what matters most is the people you surround yourself with, the impact you're able to make, and what you learn along the way. The right role should stretch you, challenge you, and allow you to contribute meaningfully to the organization's success. That’s what makes a career move truly worth it. Is there anything else you would like to add? I’ve never been someone who obsessively mapped out a career trajectory. I've made decisions based on what felt right for my life at the time. There were points when I took smaller roles because they gave me the balance I needed as a single mom. I passed on big opportunities because I didn't want to relocate. I've moved back and forth between CIO and CTO roles more than once. Related:The common thread has been this: I look for roles that challenge me, expand my perspective, and give me big new experiences to grow from -- even if I know they won't be easy or fun. Those are the ones that build grit, resilience, and passion. The money, title, and scope tend to follow if you execute well. I may not end up with the biggest job or the highest salary, but I’ve had one heck of a ride, and that’s what makes it all worth it. about:Network ComputingAbout the AuthorJohn EdwardsTechnology Journalist & AuthorJohn Edwards is a veteran business technology journalist. His work has appeared in The New York Times, The Washington Post, and numerous business and technology publications, including Computerworld, CFO Magazine, IBM Data Management Magazine, RFID Journal, and Electronic Design. He has also written columns for The Economist's Business Intelligence Unit and PricewaterhouseCoopers' Communications Direct. John has authored several books on business technology topics. His work began appearing online as early as 1983. Throughout the 1980s and 90s, he wrote daily news and feature articles for both the CompuServe and Prodigy online services. His "Behind the Screens" commentaries made him the world's first known professional blogger.See more from John EdwardsWebinarsMore WebinarsReportsMore ReportsNever Miss a Beat: Get a snapshot of the issues affecting the IT industry straight to your inbox.SIGN-UPYou May Also Like
#juniper #networks #cio #analyzes #career

Juniper Networks CIO Analyzes Career Options for Leaders at the Top
John Edwards, Technology Journalist & AuthorMay 27, 20254 Min ReadSharon Mandell, CIO of Juniper NetworksSharon Mandell, chief information officer of Juniper Networks, has held various CIO and CTO roles over the past 25 years, each building upon her previous experience and matching her current life phase. In her current role, Mandell is in charge of IT strategy and implementation for an enterprise that offers high-performance networking and cybersecurity products to service providers, businesses, and public sector organizations. In a recent email interview, Mandell discussed the options available for CIOs looking to further advance their careers. What should be the next logical career step for a current CIO? That really depends on the individual CIO, their time in the role, the scope of their responsibilities, the scale of the companies they've worked for, and most importantly, their personal interests and aspirations. The next step could be another CIO role at a larger company in the same industry, or a shift to a different industry -- smaller, same-sized, or even larger -- if the challenge is compelling. It could be a smaller organization with a mission or opportunity that you’ve always wanted to take on. Some CIOs take on adjacent or additional functions -- customer support, engineering, marketing, HR. I haven't yet seen a CIO move into CFO or chief counsel, but with the right background, it's not out of the question. Related:You could step into a COO or even CEO role. Somemove into venture capital or advisory roles. There's no single "right" next step -- it's about what makes sense for your unique path and purpose. When is the best time to make a career move? When you feel like you're no longer having a significant impact or adding meaningful value in your current role. I've often felt taking on new roles can feel like being thrown into the deep end of the pool -- completely overwhelmed at first, but eventually you develop a vision and begin driving change. When those changes start to feel incremental instead of transformative, it may be time to move on. Sometimes, opportunities show up when you're not actively looking -- something that fills a gap in your background, stretches you in a big way, or offers a challenge you’ve always wanted to take on. Even if you're happy where you are -- not that the CIO role is ever truly comfortable -- you’ve got to be open to those moments. When is the best time to stay in place? I don't like leaving a role when I've taken a risk on a project, a technology, or a transformation and haven't yet seen it through to a solid or stable outcome. Related:I also don't want to leave a leadership team holding the bag, especially if I've been pushing them outside their comfort zones. I want my peers to understand why I've made certain decisions, and that usually means staying long enough to deliver real results. That said, sometimes opportunities won't wait. You’ll have to weigh whether staying to finish something or making a move offers more long-term value. At the end of the day, I want the people I leave behind to want to work with me again should the right opportunity arise. What's the biggest mistake CIOs make when planning a career move? Chasing title, prestige, or compensation as the sole driver of the decision, or assuming that "bigger" is always better. At the end of the day, what matters most is the people you surround yourself with, the impact you're able to make, and what you learn along the way. The right role should stretch you, challenge you, and allow you to contribute meaningfully to the organization's success. That’s what makes a career move truly worth it. Is there anything else you would like to add? I’ve never been someone who obsessively mapped out a career trajectory. I've made decisions based on what felt right for my life at the time. There were points when I took smaller roles because they gave me the balance I needed as a single mom. I passed on big opportunities because I didn't want to relocate. I've moved back and forth between CIO and CTO roles more than once. Related:The common thread has been this: I look for roles that challenge me, expand my perspective, and give me big new experiences to grow from -- even if I know they won't be easy or fun. Those are the ones that build grit, resilience, and passion. The money, title, and scope tend to follow if you execute well. I may not end up with the biggest job or the highest salary, but I’ve had one heck of a ride, and that’s what makes it all worth it. about:Network ComputingAbout the AuthorJohn EdwardsTechnology Journalist & AuthorJohn Edwards is a veteran business technology journalist. His work has appeared in The New York Times, The Washington Post, and numerous business and technology publications, including Computerworld, CFO Magazine, IBM Data Management Magazine, RFID Journal, and Electronic Design. He has also written columns for The Economist's Business Intelligence Unit and PricewaterhouseCoopers' Communications Direct. John has authored several books on business technology topics. His work began appearing online as early as 1983. Throughout the 1980s and 90s, he wrote daily news and feature articles for both the CompuServe and Prodigy online services. His "Behind the Screens" commentaries made him the world's first known professional blogger.See more from John EdwardsWebinarsMore WebinarsReportsMore ReportsNever Miss a Beat: Get a snapshot of the issues affecting the IT industry straight to your inbox.SIGN-UPYou May Also Like #juniper #networks #cio #analyzes #career

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Juniper Networks CIO Analyzes Career Options for Leaders at the Top

John Edwards, Technology Journalist & AuthorMay 27, 20254 Min ReadSharon Mandell, CIO of Juniper NetworksSharon Mandell, chief information officer of Juniper Networks, has held various CIO and CTO roles over the past 25 years, each building upon her previous experience and matching her current life phase. In her current role, Mandell is in charge of IT strategy and implementation for an enterprise that offers high-performance networking and cybersecurity products to service providers, businesses, and public sector organizations. In a recent email interview, Mandell discussed the options available for CIOs looking to further advance their careers. What should be the next logical career step for a current CIO? That really depends on the individual CIO, their time in the role, the scope of their responsibilities, the scale of the companies they've worked for, and most importantly, their personal interests and aspirations. The next step could be another CIO role at a larger company in the same industry, or a shift to a different industry -- smaller, same-sized, or even larger -- if the challenge is compelling. It could be a smaller organization with a mission or opportunity that you’ve always wanted to take on. Some CIOs take on adjacent or additional functions -- customer support, engineering, marketing, HR. I haven't yet seen a CIO move into CFO or chief counsel, but with the right background, it's not out of the question. Related:You could step into a COO or even CEO role. Some [CIOs] move into venture capital or advisory roles. There's no single "right" next step -- it's about what makes sense for your unique path and purpose. When is the best time to make a career move? When you feel like you're no longer having a significant impact or adding meaningful value in your current role. I've often felt taking on new roles can feel like being thrown into the deep end of the pool -- completely overwhelmed at first, but eventually you develop a vision and begin driving change. When those changes start to feel incremental instead of transformative, it may be time to move on. Sometimes, opportunities show up when you're not actively looking -- something that fills a gap in your background, stretches you in a big way, or offers a challenge you’ve always wanted to take on. Even if you're happy where you are -- not that the CIO role is ever truly comfortable -- you’ve got to be open to those moments. When is the best time to stay in place? I don't like leaving a role when I've taken a risk on a project, a technology, or a transformation and haven't yet seen it through to a solid or stable outcome. Related:I also don't want to leave a leadership team holding the bag, especially if I've been pushing them outside their comfort zones. I want my peers to understand why I've made certain decisions, and that usually means staying long enough to deliver real results. That said, sometimes opportunities won't wait. You’ll have to weigh whether staying to finish something or making a move offers more long-term value. At the end of the day, I want the people I leave behind to want to work with me again should the right opportunity arise. What's the biggest mistake CIOs make when planning a career move? Chasing title, prestige, or compensation as the sole driver of the decision, or assuming that "bigger" is always better. At the end of the day, what matters most is the people you surround yourself with, the impact you're able to make, and what you learn along the way. The right role should stretch you, challenge you, and allow you to contribute meaningfully to the organization's success. That’s what makes a career move truly worth it. Is there anything else you would like to add? I’ve never been someone who obsessively mapped out a career trajectory. I've made decisions based on what felt right for my life at the time. There were points when I took smaller roles because they gave me the balance I needed as a single mom. I passed on big opportunities because I didn't want to relocate. I've moved back and forth between CIO and CTO roles more than once. Related:The common thread has been this: I look for roles that challenge me, expand my perspective, and give me big new experiences to grow from -- even if I know they won't be easy or fun. Those are the ones that build grit, resilience, and passion. The money, title, and scope tend to follow if you execute well. I may not end up with the biggest job or the highest salary, but I’ve had one heck of a ride, and that’s what makes it all worth it. Read more about:Network ComputingAbout the AuthorJohn EdwardsTechnology Journalist & AuthorJohn Edwards is a veteran business technology journalist. His work has appeared in The New York Times, The Washington Post, and numerous business and technology publications, including Computerworld, CFO Magazine, IBM Data Management Magazine, RFID Journal, and Electronic Design. He has also written columns for The Economist's Business Intelligence Unit and PricewaterhouseCoopers' Communications Direct. John has authored several books on business technology topics. His work began appearing online as early as 1983. Throughout the 1980s and 90s, he wrote daily news and feature articles for both the CompuServe and Prodigy online services. His "Behind the Screens" commentaries made him the world's first known professional blogger.See more from John EdwardsWebinarsMore WebinarsReportsMore ReportsNever Miss a Beat: Get a snapshot of the issues affecting the IT industry straight to your inbox.SIGN-UPYou May Also Like

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2025-05-27 16:57:03 ·

Juniper Networks CIO Analyzes Career Options for Leaders at the Top

John Edwards, Technology Journalist & AuthorMay 27, 20254 Min ReadSharon Mandell, CIO of Juniper NetworksSharon Mandell, chief information officer of Juniper Networks, has held various CIO and CTO roles over the past 25 years, each building upon her previous experience and matching her current life phase. In her current role, Mandell is in charge of IT strategy and implementation for an enterprise that offers high-performance networking and cybersecurity products to service providers, businesses, and public sector organizations. In a recent email interview, Mandell discussed the options available for CIOs looking to further advance their careers. What should be the next logical career step for a current CIO? That really depends on the individual CIO, their time in the role, the scope of their responsibilities, the scale of the companies they've worked for, and most importantly, their personal interests and aspirations. The next step could be another CIO role at a larger company in the same industry, or a shift to a different industry -- smaller, same-sized, or even larger -- if the challenge is compelling. It could be a smaller organization with a mission or opportunity that you’ve always wanted to take on. Some CIOs take on adjacent or additional functions -- customer support, engineering, marketing, HR. I haven't yet seen a CIO move into CFO or chief counsel, but with the right background, it's not out of the question. Related:You could step into a COO or even CEO role. Somemove into venture capital or advisory roles. There's no single "right" next step -- it's about what makes sense for your unique path and purpose. When is the best time to make a career move? When you feel like you're no longer having a significant impact or adding meaningful value in your current role. I've often felt taking on new roles can feel like being thrown into the deep end of the pool -- completely overwhelmed at first, but eventually you develop a vision and begin driving change. When those changes start to feel incremental instead of transformative, it may be time to move on. Sometimes, opportunities show up when you're not actively looking -- something that fills a gap in your background, stretches you in a big way, or offers a challenge you’ve always wanted to take on. Even if you're happy where you are -- not that the CIO role is ever truly comfortable -- you’ve got to be open to those moments. When is the best time to stay in place? I don't like leaving a role when I've taken a risk on a project, a technology, or a transformation and haven't yet seen it through to a solid or stable outcome. Related:I also don't want to leave a leadership team holding the bag, especially if I've been pushing them outside their comfort zones. I want my peers to understand why I've made certain decisions, and that usually means staying long enough to deliver real results. That said, sometimes opportunities won't wait. You’ll have to weigh whether staying to finish something or making a move offers more long-term value. At the end of the day, I want the people I leave behind to want to work with me again should the right opportunity arise. What's the biggest mistake CIOs make when planning a career move? Chasing title, prestige, or compensation as the sole driver of the decision, or assuming that "bigger" is always better. At the end of the day, what matters most is the people you surround yourself with, the impact you're able to make, and what you learn along the way. The right role should stretch you, challenge you, and allow you to contribute meaningfully to the organization's success. That’s what makes a career move truly worth it. Is there anything else you would like to add? I’ve never been someone who obsessively mapped out a career trajectory. I've made decisions based on what felt right for my life at the time. There were points when I took smaller roles because they gave me the balance I needed as a single mom. I passed on big opportunities because I didn't want to relocate. I've moved back and forth between CIO and CTO roles more than once. Related:The common thread has been this: I look for roles that challenge me, expand my perspective, and give me big new experiences to grow from -- even if I know they won't be easy or fun. Those are the ones that build grit, resilience, and passion. The money, title, and scope tend to follow if you execute well. I may not end up with the biggest job or the highest salary, but I’ve had one heck of a ride, and that’s what makes it all worth it. about:Network ComputingAbout the AuthorJohn EdwardsTechnology Journalist & AuthorJohn Edwards is a veteran business technology journalist. His work has appeared in The New York Times, The Washington Post, and numerous business and technology publications, including Computerworld, CFO Magazine, IBM Data Management Magazine, RFID Journal, and Electronic Design. He has also written columns for The Economist's Business Intelligence Unit and PricewaterhouseCoopers' Communications Direct. John has authored several books on business technology topics. His work began appearing online as early as 1983. Throughout the 1980s and 90s, he wrote daily news and feature articles for both the CompuServe and Prodigy online services. His "Behind the Screens" commentaries made him the world's first known professional blogger.See more from John EdwardsWebinarsMore WebinarsReportsMore ReportsNever Miss a Beat: Get a snapshot of the issues affecting the IT industry straight to your inbox.SIGN-UPYou May Also Like
#juniper #networks #cio #analyzes #career

Juniper Networks CIO Analyzes Career Options for Leaders at the Top
John Edwards, Technology Journalist & AuthorMay 27, 20254 Min ReadSharon Mandell, CIO of Juniper NetworksSharon Mandell, chief information officer of Juniper Networks, has held various CIO and CTO roles over the past 25 years, each building upon her previous experience and matching her current life phase. In her current role, Mandell is in charge of IT strategy and implementation for an enterprise that offers high-performance networking and cybersecurity products to service providers, businesses, and public sector organizations. In a recent email interview, Mandell discussed the options available for CIOs looking to further advance their careers. What should be the next logical career step for a current CIO? That really depends on the individual CIO, their time in the role, the scope of their responsibilities, the scale of the companies they've worked for, and most importantly, their personal interests and aspirations. The next step could be another CIO role at a larger company in the same industry, or a shift to a different industry -- smaller, same-sized, or even larger -- if the challenge is compelling. It could be a smaller organization with a mission or opportunity that you’ve always wanted to take on. Some CIOs take on adjacent or additional functions -- customer support, engineering, marketing, HR. I haven't yet seen a CIO move into CFO or chief counsel, but with the right background, it's not out of the question. Related:You could step into a COO or even CEO role. Somemove into venture capital or advisory roles. There's no single "right" next step -- it's about what makes sense for your unique path and purpose. When is the best time to make a career move? When you feel like you're no longer having a significant impact or adding meaningful value in your current role. I've often felt taking on new roles can feel like being thrown into the deep end of the pool -- completely overwhelmed at first, but eventually you develop a vision and begin driving change. When those changes start to feel incremental instead of transformative, it may be time to move on. Sometimes, opportunities show up when you're not actively looking -- something that fills a gap in your background, stretches you in a big way, or offers a challenge you’ve always wanted to take on. Even if you're happy where you are -- not that the CIO role is ever truly comfortable -- you’ve got to be open to those moments. When is the best time to stay in place? I don't like leaving a role when I've taken a risk on a project, a technology, or a transformation and haven't yet seen it through to a solid or stable outcome. Related:I also don't want to leave a leadership team holding the bag, especially if I've been pushing them outside their comfort zones. I want my peers to understand why I've made certain decisions, and that usually means staying long enough to deliver real results. That said, sometimes opportunities won't wait. You’ll have to weigh whether staying to finish something or making a move offers more long-term value. At the end of the day, I want the people I leave behind to want to work with me again should the right opportunity arise. What's the biggest mistake CIOs make when planning a career move? Chasing title, prestige, or compensation as the sole driver of the decision, or assuming that "bigger" is always better. At the end of the day, what matters most is the people you surround yourself with, the impact you're able to make, and what you learn along the way. The right role should stretch you, challenge you, and allow you to contribute meaningfully to the organization's success. That’s what makes a career move truly worth it. Is there anything else you would like to add? I’ve never been someone who obsessively mapped out a career trajectory. I've made decisions based on what felt right for my life at the time. There were points when I took smaller roles because they gave me the balance I needed as a single mom. I passed on big opportunities because I didn't want to relocate. I've moved back and forth between CIO and CTO roles more than once. Related:The common thread has been this: I look for roles that challenge me, expand my perspective, and give me big new experiences to grow from -- even if I know they won't be easy or fun. Those are the ones that build grit, resilience, and passion. The money, title, and scope tend to follow if you execute well. I may not end up with the biggest job or the highest salary, but I’ve had one heck of a ride, and that’s what makes it all worth it. about:Network ComputingAbout the AuthorJohn EdwardsTechnology Journalist & AuthorJohn Edwards is a veteran business technology journalist. His work has appeared in The New York Times, The Washington Post, and numerous business and technology publications, including Computerworld, CFO Magazine, IBM Data Management Magazine, RFID Journal, and Electronic Design. He has also written columns for The Economist's Business Intelligence Unit and PricewaterhouseCoopers' Communications Direct. John has authored several books on business technology topics. His work began appearing online as early as 1983. Throughout the 1980s and 90s, he wrote daily news and feature articles for both the CompuServe and Prodigy online services. His "Behind the Screens" commentaries made him the world's first known professional blogger.See more from John EdwardsWebinarsMore WebinarsReportsMore ReportsNever Miss a Beat: Get a snapshot of the issues affecting the IT industry straight to your inbox.SIGN-UPYou May Also Like #juniper #networks #cio #analyzes #career

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Juniper Networks CIO Analyzes Career Options for Leaders at the Top

John Edwards, Technology Journalist & AuthorMay 27, 20254 Min ReadSharon Mandell, CIO of Juniper NetworksSharon Mandell, chief information officer of Juniper Networks, has held various CIO and CTO roles over the past 25 years, each building upon her previous experience and matching her current life phase. In her current role, Mandell is in charge of IT strategy and implementation for an enterprise that offers high-performance networking and cybersecurity products to service providers, businesses, and public sector organizations. In a recent email interview, Mandell discussed the options available for CIOs looking to further advance their careers. What should be the next logical career step for a current CIO? That really depends on the individual CIO, their time in the role, the scope of their responsibilities, the scale of the companies they've worked for, and most importantly, their personal interests and aspirations. The next step could be another CIO role at a larger company in the same industry, or a shift to a different industry -- smaller, same-sized, or even larger -- if the challenge is compelling. It could be a smaller organization with a mission or opportunity that you’ve always wanted to take on. Some CIOs take on adjacent or additional functions -- customer support, engineering, marketing, HR. I haven't yet seen a CIO move into CFO or chief counsel, but with the right background, it's not out of the question. Related:You could step into a COO or even CEO role. Some [CIOs] move into venture capital or advisory roles. There's no single "right" next step -- it's about what makes sense for your unique path and purpose. When is the best time to make a career move? When you feel like you're no longer having a significant impact or adding meaningful value in your current role. I've often felt taking on new roles can feel like being thrown into the deep end of the pool -- completely overwhelmed at first, but eventually you develop a vision and begin driving change. When those changes start to feel incremental instead of transformative, it may be time to move on. Sometimes, opportunities show up when you're not actively looking -- something that fills a gap in your background, stretches you in a big way, or offers a challenge you’ve always wanted to take on. Even if you're happy where you are -- not that the CIO role is ever truly comfortable -- you’ve got to be open to those moments. When is the best time to stay in place? I don't like leaving a role when I've taken a risk on a project, a technology, or a transformation and haven't yet seen it through to a solid or stable outcome. Related:I also don't want to leave a leadership team holding the bag, especially if I've been pushing them outside their comfort zones. I want my peers to understand why I've made certain decisions, and that usually means staying long enough to deliver real results. That said, sometimes opportunities won't wait. You’ll have to weigh whether staying to finish something or making a move offers more long-term value. At the end of the day, I want the people I leave behind to want to work with me again should the right opportunity arise. What's the biggest mistake CIOs make when planning a career move? Chasing title, prestige, or compensation as the sole driver of the decision, or assuming that "bigger" is always better. At the end of the day, what matters most is the people you surround yourself with, the impact you're able to make, and what you learn along the way. The right role should stretch you, challenge you, and allow you to contribute meaningfully to the organization's success. That’s what makes a career move truly worth it. Is there anything else you would like to add? I’ve never been someone who obsessively mapped out a career trajectory. I've made decisions based on what felt right for my life at the time. There were points when I took smaller roles because they gave me the balance I needed as a single mom. I passed on big opportunities because I didn't want to relocate. I've moved back and forth between CIO and CTO roles more than once. Related:The common thread has been this: I look for roles that challenge me, expand my perspective, and give me big new experiences to grow from -- even if I know they won't be easy or fun. Those are the ones that build grit, resilience, and passion. The money, title, and scope tend to follow if you execute well. I may not end up with the biggest job or the highest salary, but I’ve had one heck of a ride, and that’s what makes it all worth it. Read more about:Network ComputingAbout the AuthorJohn EdwardsTechnology Journalist & AuthorJohn Edwards is a veteran business technology journalist. His work has appeared in The New York Times, The Washington Post, and numerous business and technology publications, including Computerworld, CFO Magazine, IBM Data Management Magazine, RFID Journal, and Electronic Design. He has also written columns for The Economist's Business Intelligence Unit and PricewaterhouseCoopers' Communications Direct. John has authored several books on business technology topics. His work began appearing online as early as 1983. Throughout the 1980s and 90s, he wrote daily news and feature articles for both the CompuServe and Prodigy online services. His "Behind the Screens" commentaries made him the world's first known professional blogger.See more from John EdwardsWebinarsMore WebinarsReportsMore ReportsNever Miss a Beat: Get a snapshot of the issues affecting the IT industry straight to your inbox.SIGN-UPYou May Also Like

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