Reading Time: 9 minutes In marketing, data isn’t a buzzword. It’s the lifeblood of all successful campaigns. But are you truly harnessing its power, or are you drowning in a sea of information? To answer this question (and many others), we sat down with Ankur Kothari, a seasoned Martech expert, to dive deep into this crucial topic. This interview, originally conducted for Chapter 6 of “The Customer Engagement Book: Adapt or Die” explores how businesses can translate raw data into actionable insights that drive real results. Ankur shares his wealth of knowledge on identifying valuable customer engagement data, distinguishing between signal and noise, and ultimately, shaping real-time strategies that keep companies ahead of the curve.   Ankur Kothari Q&A Interview 1. What types of customer engagement data are most valuable for making strategic business decisions? Primarily, there are four different buckets of customer engagement data. I would begin with behavioral data, encompassing website interaction, purchase history, and other app usage patterns. Second would be demographic information: age, location, income, and other relevant personal characteristics. Third would be sentiment analysis, where we derive information from social media interaction, customer feedback, or other customer reviews. Fourth would be the customer journey data. We track touchpoints across various channels of the customers to understand the customer journey path and conversion. Combining these four primary sources helps us understand the engagement data. 2. How do you distinguish between data that is actionable versus data that is just noise? First is keeping relevant to your business objectives, making actionable data that directly relates to your specific goals or KPIs, and then taking help from statistical significance. Actionable data shows clear patterns or trends that are statistically valid, whereas other data consists of random fluctuations or outliers, which may not be what you are interested in. You also want to make sure that there is consistency across sources. Actionable insights are typically corroborated by multiple data points or channels, while other data or noise can be more isolated and contradictory. Actionable data suggests clear opportunities for improvement or decision making, whereas noise does not lead to meaningful actions or changes in strategy. By applying these criteria, I can effectively filter out the noise and focus on data that delivers or drives valuable business decisions. 3. How can customer engagement data be used to identify and prioritize new business opportunities? First, it helps us to uncover unmet needs. By analyzing the customer feedback, touch points, support interactions, or usage patterns, we can identify the gaps in our current offerings or areas where customers are experiencing pain points. Second would be identifying emerging needs. Monitoring changes in customer behavior or preferences over time can reveal new market trends or shifts in demand, allowing my company to adapt their products or services accordingly. Third would be segmentation analysis. Detailed customer data analysis enables us to identify unserved or underserved segments or niche markets that may represent untapped opportunities for growth or expansion into newer areas and new geographies. Last is to build competitive differentiation. Engagement data can highlight where our companies outperform competitors, helping us to prioritize opportunities that leverage existing strengths and unique selling propositions. 4. Can you share an example of where data insights directly influenced a critical decision? I will share an example from my previous organization at one of the financial services where we were very data-driven, which made a major impact on our critical decision regarding our credit card offerings. We analyzed the customer engagement data, and we discovered that a large segment of our millennial customers were underutilizing our traditional credit cards but showed high engagement with mobile payment platforms. That insight led us to develop and launch our first digital credit card product with enhanced mobile features and rewards tailored to the millennial spending habits. Since we had access to a lot of transactional data as well, we were able to build a financial product which met that specific segment’s needs. That data-driven decision resulted in a 40% increase in our new credit card applications from this demographic within the first quarter of the launch. Subsequently, our market share improved in that specific segment, which was very crucial. 5. Are there any other examples of ways that you see customer engagement data being able to shape marketing strategy in real time? When it comes to using the engagement data in real-time, we do quite a few things. In the recent past two, three years, we are using that for dynamic content personalization, adjusting the website content, email messaging, or ad creative based on real-time user behavior and preferences. We automate campaign optimization using specific AI-driven tools to continuously analyze performance metrics and automatically reallocate the budget to top-performing channels or ad segments. Then we also build responsive social media engagement platforms like monitoring social media sentiments and trending topics to quickly adapt the messaging and create timely and relevant content. With one-on-one personalization, we do a lot of A/B testing as part of the overall rapid testing and market elements like subject lines, CTAs, and building various successful variants of the campaigns. 6. How are you doing the 1:1 personalization? We have advanced CDP systems, and we are tracking each customer’s behavior in real-time. So the moment they move to different channels, we know what the context is, what the relevance is, and the recent interaction points, so we can cater the right offer. So for example, if you looked at a certain offer on the website and you came from Google, and then the next day you walk into an in-person interaction, our agent will already know that you were looking at that offer. That gives our customer or potential customer more one-to-one personalization instead of just segment-based or bulk interaction kind of experience. We have a huge team of data scientists, data analysts, and AI model creators who help us to analyze big volumes of data and bring the right insights to our marketing and sales team so that they can provide the right experience to our customers. 7. What role does customer engagement data play in influencing cross-functional decisions, such as with product development, sales, and customer service? Primarily with product development — we have different products, not just the financial products or products whichever organizations sell, but also various products like mobile apps or websites they use for transactions. So that kind of product development gets improved. The engagement data helps our sales and marketing teams create more targeted campaigns, optimize channel selection, and refine messaging to resonate with specific customer segments. Customer service also gets helped by anticipating common issues, personalizing support interactions over the phone or email or chat, and proactively addressing potential problems, leading to improved customer satisfaction and retention. So in general, cross-functional application of engagement improves the customer-centric approach throughout the organization. 8. What do you think some of the main challenges marketers face when trying to translate customer engagement data into actionable business insights? I think the huge amount of data we are dealing with. As we are getting more digitally savvy and most of the customers are moving to digital channels, we are getting a lot of data, and that sheer volume of data can be overwhelming, making it very difficult to identify truly meaningful patterns and insights. Because of the huge data overload, we create data silos in this process, so information often exists in separate systems across different departments. We are not able to build a holistic view of customer engagement. Because of data silos and overload of data, data quality issues appear. There is inconsistency, and inaccurate data can lead to incorrect insights or poor decision-making. Quality issues could also be due to the wrong format of the data, or the data is stale and no longer relevant. As we are growing and adding more people to help us understand customer engagement, I’ve also noticed that technical folks, especially data scientists and data analysts, lack skills to properly interpret the data or apply data insights effectively. So there’s a lack of understanding of marketing and sales as domains. It’s a huge effort and can take a lot of investment. Not being able to calculate the ROI of your overall investment is a big challenge that many organizations are facing. 9. Why do you think the analysts don’t have the business acumen to properly do more than analyze the data? If people do not have the right idea of why we are collecting this data, we collect a lot of noise, and that brings in huge volumes of data. If you cannot stop that from step one—not bringing noise into the data system—that cannot be done by just technical folks or people who do not have business knowledge. Business people do not know everything about what data is being collected from which source and what data they need. It’s a gap between business domain knowledge, specifically marketing and sales needs, and technical folks who don’t have a lot of exposure to that side. Similarly, marketing business people do not have much exposure to the technical side — what’s possible to do with data, how much effort it takes, what’s relevant versus not relevant, and how to prioritize which data sources will be most important. 10. Do you have any suggestions for how this can be overcome, or have you seen it in action where it has been solved before? First, cross-functional training: training different roles to help them understand why we’re doing this and what the business goals are, giving technical people exposure to what marketing and sales teams do. And giving business folks exposure to the technology side through training on different tools, strategies, and the roadmap of data integrations. The second is helping teams work more collaboratively. So it’s not like the technology team works in a silo and comes back when their work is done, and then marketing and sales teams act upon it. Now we’re making it more like one team. You work together so that you can complement each other, and we have a better strategy from day one. 11. How do you address skepticism or resistance from stakeholders when presenting data-driven recommendations? We present clear business cases where we demonstrate how data-driven recommendations can directly align with business objectives and potential ROI. We build compelling visualizations, easy-to-understand charts and graphs that clearly illustrate the insights and the implications for business goals. We also do a lot of POCs and pilot projects with small-scale implementations to showcase tangible results and build confidence in the data-driven approach throughout the organization. 12. What technologies or tools have you found most effective for gathering and analyzing customer engagement data? I’ve found that Customer Data Platforms help us unify customer data from various sources, providing a comprehensive view of customer interactions across touch points. Having advanced analytics platforms — tools with AI and machine learning capabilities that can process large volumes of data and uncover complex patterns and insights — is a great value to us. We always use, or many organizations use, marketing automation systems to improve marketing team productivity, helping us track and analyze customer interactions across multiple channels. Another thing is social media listening tools, wherever your brand is mentioned or you want to measure customer sentiment over social media, or track the engagement of your campaigns across social media platforms. Last is web analytical tools, which provide detailed insights into your website visitors’ behaviors and engagement metrics, for browser apps, small browser apps, various devices, and mobile apps. 13. How do you ensure data quality and consistency across multiple channels to make these informed decisions? We established clear guidelines for data collection, storage, and usage across all channels to maintain consistency. Then we use data integration platforms — tools that consolidate data from various sources into a single unified view, reducing discrepancies and inconsistencies. While we collect data from different sources, we clean the data so it becomes cleaner with every stage of processing. We also conduct regular data audits — performing periodic checks to identify and rectify data quality issues, ensuring accuracy and reliability of information. We also deploy standardized data formats. On top of that, we have various automated data cleansing tools, specific software to detect and correct data errors, redundancies, duplicates, and inconsistencies in data sets automatically. 14. How do you see the role of customer engagement data evolving in shaping business strategies over the next five years? The first thing that’s been the biggest trend from the past two years is AI-driven decision making, which I think will become more prevalent, with advanced algorithms processing vast amounts of engagement data in real-time to inform strategic choices. Somewhat related to this is predictive analytics, which will play an even larger role, enabling businesses to anticipate customer needs and market trends with more accuracy and better predictive capabilities. We also touched upon hyper-personalization. We are all trying to strive toward more hyper-personalization at scale, which is more one-on-one personalization, as we are increasingly capturing more engagement data and have bigger systems and infrastructure to support processing those large volumes of data so we can achieve those hyper-personalization use cases. As the world is collecting more data, privacy concerns and regulations come into play. I believe in the next few years there will be more innovation toward how businesses can collect data ethically and what the usage practices are, leading to more transparent and consent-based engagement data strategies. And lastly, I think about the integration of engagement data, which is always a big challenge. I believe as we’re solving those integration challenges, we are adding more and more complex data sources to the picture. So I think there will need to be more innovation or sophistication brought into data integration strategies, which will help us take a truly customer-centric approach to strategy formulation.   This interview Q&A was hosted with Ankur Kothari, a previous Martech Executive, for Chapter 6 of The Customer Engagement Book: Adapt or Die. Download the PDF or request a physical copy of the book here. The post Ankur Kothari Q&A: Customer Engagement Book Interview appeared first on MoEngage.

Modern healthcare innovations span AI, devices, software, images, and regulatory frameworks, all requiring stringent coordination. Generative AI arguably has the strongest transformative potential in healthcare technology programmes, with it already being applied across various domains, such as R&D, commercial operations, and supply chain management.Traditional models for medical appointments, like face-to-face appointments, and paper-based processes may not be sufficient to meet the fast-paced, data-driven medical landscape of today. Therefore, healthcare professionals and patients are seeking more convenient and efficient ways to access and share information, meeting the complex standards of modern medical science. According to McKinsey, Medtech companies are at the forefront of healthcare innovation, estimating they could capture between $14 billion and $55 billion annually in productivity gains. Through GenAI adoption, an additional $50 billion plus in revenue is estimated from products and service innovations. A McKinsey 2024 survey revealed around two thirds of Medtech executives have already implemented Gen AI, with approximately 20% scaling their solutions up and reporting substantial benefits to productivity.  While advanced technology implementation is growing across the medical industry, challenges persist. Organisations face hurdles like data integration issues, decentralised strategies, and skill gaps. Together, these highlight a need for a more streamlined approach to Gen AI deployment. Of all the Medtech domains, R&D is leading the way in Gen AI adoption. Being the most comfortable with new technologies, R&D departments use Gen AI tools to streamline work processes, such as summarising research papers or scientific articles, highlighting a grassroots adoption trend. Individual researchers are using AI to enhance productivity, even when no formal company-wide strategies are in place.While AI tools automate and accelerate R&D tasks, human review is still required to ensure final submissions are correct and satisfactory. Gen AI is proving to reduce time spent on administrative tasks for teams and improve research accuracy and depth, with some companies experiencing 20% to 30% gains in research productivity. KPIs for success in healthcare product programmesMeasuring business performance is essential in the healthcare sector. The number one goal is, of course, to deliver high-quality care, yet simultaneously maintain efficient operations. By measuring and analysing KPIs, healthcare providers are in a better position to improve patient outcomes through their data-based considerations. KPIs can also improve resource allocation, and encourage continuous improvement in all areas of care. In terms of healthcare product programmes, these structured initiatives prioritise the development, delivery, and continual optimisation of medical products. But to be a success, they require cross-functional coordination of clinical, technical, regulatory, and business teams. Time to market is critical, ensuring a product moves from the concept stage to launch as quickly as possible.Of particular note is the emphasis needing to be placed on labelling and documentation. McKinsey notes that AI-assisted labelling has resulted in a 20%-30% improvement in operational efficiency. Resource utilisation rates are also important, showing how efficiently time, budget, and/or headcount are used during the developmental stage of products. In the healthcare sector, KPIs ought to focus on several factors, including operational efficiency, patient outcomes, financial health of the business, and patient satisfaction. To achieve a comprehensive view of performance, these can be categorised into financial, operational, clinical quality, and patient experience.Bridging user experience with technical precision – design awardsInnovation is no longer solely judged by technical performance with user experience (UX) being equally important. Some of the latest innovations in healthcare are recognised at the UX Design Awards, products that exemplify the best in user experience as well as technical precision. Top products prioritise the needs and experiences of both patients and healthcare professionals, also ensuring each product meets the rigorous clinical and regulatory standards of the sector. One example is the CIARTIC Move by Siemens Healthineers, a self-driving 3D C-arm imaging system that lets surgeons operate, controlling the device wirelessly in a sterile field. Computer hardware company ASUS has also received accolades for its HealthConnect App and VivoWatch Series, showcasing the fusion of AIoT-driven smart healthcare solutions with user-friendly interfaces – sometimes in what are essentially consumer devices. This demonstrates how technical innovation is being made accessible and becoming increasingly intuitive as patients gain technical fluency.  Navigating regulatory and product development pathways simultaneously The establishing of clinical and regulatory paths is important, as this enables healthcare teams to feed a twin stream of findings back into development. Gen AI adoption has become a transformative approach, automating the production and refining of complex documents, mixed data sets, and structured and unstructured data. By integrating regulatory considerations early and adopting technologies like Gen AI as part of agile practices, healthcare product programmes help teams navigate a regulatory landscape that can often shift. Baking a regulatory mindset into a team early helps ensure compliance and continued innovation. (Image source: “IBM Achieves New Deep Learning Breakthrough” by IBM Research is licensed under CC BY-ND 2.0.)Want to learn more about AI and big data from industry leaders? Check out AI & Big Data Expo taking place in Amsterdam, California, and London. The comprehensive event is co-located with other leading events including Intelligent Automation Conference, BlockX, Digital Transformation Week, and Cyber Security & Cloud Expo.Explore other upcoming enterprise technology events and webinars powered by TechForge here.

Last year, MACK Books published Architecture from Below, which anthologized writings by the French Brazilian architect, theorist, and painter Sérgio Ferro. (Douglas Spencer reviewed it for AN.) Now, MACK follows with Design and the Building Site and Complementary Essays, the second in the trilogy of books dedicated to Ferro’s scholarship. The following excerpt of the author’s 2023 preface to the English edition, which preserves its British phrasing, captures Ferro’s realization about the working conditions of construction sites in Brasília. The sentiment is likely relatable even today for young architects as they discover how drawings become buildings. Design and the Building Site and Complementary Essays will be released on May 22. If I remember correctly, it was in 1958 or 1959, when Rodrigo and I were second- or third year architecture students at FAUUSP, that my father, the real estate developer Armando Simone Pereira, commissioned us to design two large office buildings and eleven shops in Brasilia, which was then under construction. Of course, we were not adequately prepared for such an undertaking. Fortunately, Oscar Niemeyer and his team, who were responsible for overseeing the construction of the capital, had drawn up a detailed document determining the essential characteristics of all the private sector buildings. We followed these prescriptions to the letter, which saved us from disaster. Nowadays, it is hard to imagine the degree to which the construction of Brasilia inspired enthusiasm and professional pride in the country’s architects. And in the national imagination, the city’s establishment in the supposedly unpopulated hinterland evoked a re-founding of Brazil. Up until that point, the occupation of our immense territory had been reduced to a collection of arborescent communication routes, generally converging upon some river, following it up to the Atlantic Ocean. Through its ports, agricultural or extractive commodities produced by enslaved peoples or their substitutes passed towards the metropolises; goods were exchanged in the metropolises for more elaborate products, which took the opposite route. Our national identity was summed up in a few symbols, such as the anthem or the flag, and this scattering of paths pointing overseas. Brasilia would radically change this situation, or so we believed. It would create a central hub where the internal communication routes could converge, linking together hithertoseparate junctions, stimulating trade and economic progress in the country’s interior. It was as if, for the first time, we were taking care of ourselves. At the nucleus of this centripetal movement, architecture would embody the renaissance. And at the naval of the nucleus, the symbolic mandala of this utopia: the cathedral. Rodrigo and I got caught up in the euphoria. And perhaps more so than our colleagues, because we were taking part in the adventure with ‘our’ designs. The reality was very different — but we did not know that yet. At that time, architects in Brazil were responsible for verifying that the construction was in line with the design. We had already monitored some of our first building sites. But the construction company in charge of them, Osmar Souza e Silva’s CENPLA, specialized in the building sites of modernist architects from the so-called Escola Paulista led by Vilanova Artigas (which we aspired to be a part of, like the pretentious students we were). Osmar was very attentive to his clients and his workers, who formed a supportive and helpful team. He was even more careful with us, because he knew how inexperienced we were. I believe that the CENPLA was particularly important in São Paulo modernism: with its congeniality, it facilitated experimentation, but for the same reason, it deceived novices like us about the reality of other building sites. Consequently, Rodrigo and I travelled to Brasilia several times to check that the constructions followed ‘our’ designs and to resolve any issues. From the very first trip, our little bubble burst. Our building sites, like all the others in the future capital, bore no relation to Osmar’s. They were more like a branch of hell. A huge, muddy wasteland, in which a few cranes, pile drivers, tractors, and excavators dotted the mound of scaffolding occupied by thousands of skinny, seemingly exhausted wretches, who were nevertheless driven on by the shouts of master builders and foremen, in turn pressured by the imminence of the fateful inauguration date. Surrounding or huddled underneath the marquees of buildings under construction, entire families, equally skeletal and ragged, were waiting for some accident or death to open up a vacancy. In contact only with the master builders, and under close surveillance so we would not speak to the workers, we were not allowed to see what comrades who had worked on these sites later told us in prison: suicide abounded; escape was known to be futile in the unpopulated surroundings with no viable roads; fatal accidents were often caused by weakness due to chronic diarrhoea, brought on by rotten food that came from far away; outright theft took place in the calculation of wages and expenses in the contractor’s grocery store; camps were surrounded by law enforcement. I repeat this anecdote yet again not to invoke the benevolence of potential readers, but rather to point out the conditions that, in my opinion, allowed two students (Flávio Império joined us a little later) still in their professional infancy to quickly adopt positions that were contrary to the usual stance of architects. As the project was more Oscar Niemeyer’s than it was our own, we did not have the same emotional attachment that is understandably engendered between real authors and their designs. We had not yet been imbued with the charm and aura of the métier. And the only building sites we had visited thus far, Osmar’s, were incomparable to those we discovered in Brasilia. In short, our youthfulness and unpreparedness up against an unbearable situation made us react almost immediately to the profession’s satisfied doxa. Unprepared and young perhaps, but already with Marx by our side. Rodrigo and I joined the student cell of the Brazilian Communist Party during our first year at university. In itself, this did not help us much: the Party’s Marxism, revised in the interests of the USSR, was pitiful. Even high-level leaders rarely went beyond the first chapter of Capital. But at the end of the 1950s, the effervescence of the years to come was already nascent:  […] this extraordinary revival […] the rediscovery of Marxism and the great dialectical texts and traditions in the 1960s: an excitement that identifies a forgotten or repressed moment of the past as the new and subversive, and learns the dialectical grammar of a Hegel or an Adorno, a Marx or a Lukács, like a foreign language that has resources unavailable in our own. And what is more: the Chinese and Cuban revolutions, the war in Vietnam, guerrilla warfare of all kinds, national liberation movements, and a rare libertarian disposition in contemporary history, totally averse to fanaticism and respect for ideological apparatuses of (any) state or institution. Going against the grain was almost the norm. We were of course no more than contemporaries of our time. We were soon able to position ourselves from chapters 13, 14, and 15 of Capital, but only because we could constantly cross-reference Marx with our observations from well-contrasted building sites and do our own experimenting. As soon as we identified construction as manufacture, for example, thanks to the willingness and even encouragement of two friends and clients, Boris Fausto and Bernardo Issler, I was able to test both types of manufacture — organic and heterogeneous — on similar-sized projects taking place simultaneously, in order to find out which would be most convenient for the situation in Brazil, particularly in São Paulo. Despite the scientific shortcomings of these tests, they sufficed for us to select organic manufacture. Arquitetura Nova had defined its line of practice, studies, and research. There were other sources that were central to our theory and practice. Flávio Império was one of the founders of the Teatro de Arena, undoubtedly the vanguard of popular, militant theatre in Brazil. He won practically every set design award. He brought us his marvelous findings in spatial condensation and malleability, and in the creative diversion of techniques and material—appropriate devices for an underdeveloped country. This is what helped us pave the way to reformulating the reigning design paradigms.  We had to do what Flávio had done in the theatre: thoroughly rethink how to be an architect. Upend the perspective. The way we were taught was to start from a desired result; then others would take care of getting there, no matter how. We, on the other hand, set out to go down to the building site and accompany those carrying out the labor itself, those who actually build, the formally subsumed workers in manufacture who are increasingly deprived of the knowledge and know-how presupposed by this kind of subsumption. We should have been fostering the reconstitution of this knowledge and know-how—not so as to fulfil this assumption, but in order to reinvigorate the other side of this assumption according to Marx: the historical rebellion of the manufacture worker, especially the construction worker. We had to rekindle the demand that fueled this rebellion: total self-determination, and not just that of the manual operation as such. Our aim was above all political and ethical. Aesthetics only mattered by way of what it included—ethics. Instead of estética, we wrote est ética [this is ethics]. We wanted to make building sites into nests for the return of revolutionary syndicalism, which we ourselves had yet to discover. Sérgio Ferro, born in Brazil in 1938, studied architecture at FAUUSP, São Paulo. In the 1960s, he joined the Brazilian communist party and started, along with Rodrigo Lefevre and Flávio Império, the collective known as Arquitetura Nova. After being arrested by the military dictatorship that took power in Brazil in 1964, he moved to France as an exile. As a painter and a professor at the École Nationale Supérieure d’Architecture de Grenoble, where he founded the Dessin/Chantier laboratory, he engaged in extensive research which resulted in several publications, exhibitions, and awards in Brazil and in France, including the title of Chevalier des Arts et des Lettres in 1992. Following his retirement from teaching, Ferro continues to research, write, and paint.

Join the event trusted by enterprise leaders for nearly two decades. VB Transform brings together the people building real enterprise AI strategy. Learn more When DeepSeek released its R1 model this January, it wasn’t just another AI announcement. It was a watershed moment that sent shockwaves through the tech industry, forcing industry leaders to reconsider their fundamental approaches to AI development. What makes DeepSeek’s accomplishment remarkable isn’t that the company developed novel capabilities; rather, it was how it achieved comparable results to those delivered by tech heavyweights at a fraction of the cost. In reality, DeepSeek didn’t do anything that hadn’t been done before; its innovation stemmed from pursuing different priorities. As a result, we are now experiencing rapid-fire development along two parallel tracks: efficiency and compute.  As DeepSeek prepares to release its R2 model, and as it concurrently faces the potential of even greater chip restrictions from the U.S., it’s important to look at how it captured so much attention. Engineering around constraints DeepSeek’s arrival, as sudden and dramatic as it was, captivated us all because it showcased the capacity for innovation to thrive even under significant constraints. Faced with U.S. export controls limiting access to cutting-edge AI chips, DeepSeek was forced to find alternative pathways to AI advancement. While U.S. companies pursued performance gains through more powerful hardware, bigger models and better data, DeepSeek focused on optimizing what was available. It implemented known ideas with remarkable execution — and there is novelty in executing what’s known and doing it well. This efficiency-first mindset yielded incredibly impressive results. DeepSeek’s R1 model reportedly matches OpenAI’s capabilities at just 5 to 10% of the operating cost. According to reports, the final training run for DeepSeek’s V3 predecessor cost a mere $6 million — which was described by former Tesla AI scientist Andrej Karpathy as “a joke of a budget” compared to the tens or hundreds of millions spent by U.S. competitors. More strikingly, while OpenAI reportedly spent $500 million training its recent “Orion” model, DeepSeek achieved superior benchmark results for just $5.6 million — less than 1.2% of OpenAI’s investment. If you get starry eyed believing these incredible results were achieved even as DeepSeek was at a severe disadvantage based on its inability to access advanced AI chips, I hate to tell you, but that narrative isn’t entirely accurate (even though it makes a good story). Initial U.S. export controls focused primarily on compute capabilities, not on memory and networking — two crucial components for AI development. That means that the chips DeepSeek had access to were not poor quality chips; their networking and memory capabilities allowed DeepSeek to parallelize operations across many units, a key strategy for running their large model efficiently. This, combined with China’s national push toward controlling the entire vertical stack of AI infrastructure, resulted in accelerated innovation that many Western observers didn’t anticipate. DeepSeek’s advancements were an inevitable part of AI development, but they brought known advancements forward a few years earlier than would have been possible otherwise, and that’s pretty amazing. Pragmatism over process Beyond hardware optimization, DeepSeek’s approach to training data represents another departure from conventional Western practices. Rather than relying solely on web-scraped content, DeepSeek reportedly leveraged significant amounts of synthetic data and outputs from other proprietary models. This is a classic example of model distillation, or the ability to learn from really powerful models. Such an approach, however, raises questions about data privacy and governance that might concern Western enterprise customers. Still, it underscores DeepSeek’s overall pragmatic focus on results over process. The effective use of synthetic data is a key differentiator. Synthetic data can be very effective when it comes to training large models, but you have to be careful; some model architectures handle synthetic data better than others. For instance, transformer-based models with mixture of experts (MoE) architectures like DeepSeek’s tend to be more robust when incorporating synthetic data, while more traditional dense architectures like those used in early Llama models can experience performance degradation or even “model collapse” when trained on too much synthetic content. This architectural sensitivity matters because synthetic data introduces different patterns and distributions compared to real-world data. When a model architecture doesn’t handle synthetic data well, it may learn shortcuts or biases present in the synthetic data generation process rather than generalizable knowledge. This can lead to reduced performance on real-world tasks, increased hallucinations or brittleness when facing novel situations.  Still, DeepSeek’s engineering teams reportedly designed their model architecture specifically with synthetic data integration in mind from the earliest planning stages. This allowed the company to leverage the cost benefits of synthetic data without sacrificing performance. Market reverberations Why does all of this matter? Stock market aside, DeepSeek’s emergence has triggered substantive strategic shifts among industry leaders. Case in point: OpenAI. Sam Altman recently announced plans to release the company’s first “open-weight” language model since 2019. This is a pretty notable pivot for a company that built its business on proprietary systems. It seems DeepSeek’s rise, on top of Llama’s success, has hit OpenAI’s leader hard. Just a month after DeepSeek arrived on the scene, Altman admitted that OpenAI had been “on the wrong side of history” regarding open-source AI.  With OpenAI reportedly spending $7 to 8 billion annually on operations, the economic pressure from efficient alternatives like DeepSeek has become impossible to ignore. As AI scholar Kai-Fu Lee bluntly put it: “You’re spending $7 billion or $8 billion a year, making a massive loss, and here you have a competitor coming in with an open-source model that’s for free.” This necessitates change. This economic reality prompted OpenAI to pursue a massive $40 billion funding round that valued the company at an unprecedented $300 billion. But even with a war chest of funds at its disposal, the fundamental challenge remains: OpenAI’s approach is dramatically more resource-intensive than DeepSeek’s. Beyond model training Another significant trend accelerated by DeepSeek is the shift toward “test-time compute” (TTC). As major AI labs have now trained their models on much of the available public data on the internet, data scarcity is slowing further improvements in pre-training. To get around this, DeepSeek announced a collaboration with Tsinghua University to enable “self-principled critique tuning” (SPCT). This approach trains AI to develop its own rules for judging content and then uses those rules to provide detailed critiques. The system includes a built-in “judge” that evaluates the AI’s answers in real-time, comparing responses against core rules and quality standards. The development is part of a movement towards autonomous self-evaluation and improvement in AI systems in which models use inference time to improve results, rather than simply making models larger during training. DeepSeek calls its system “DeepSeek-GRM” (generalist reward modeling). But, as with its model distillation approach, this could be considered a mix of promise and risk. For example, if the AI develops its own judging criteria, there’s a risk those principles diverge from human values, ethics or context. The rules could end up being overly rigid or biased, optimizing for style over substance, and/or reinforce incorrect assumptions or hallucinations. Additionally, without a human in the loop, issues could arise if the “judge” is flawed or misaligned. It’s a kind of AI talking to itself, without robust external grounding. On top of this, users and developers may not understand why the AI reached a certain conclusion — which feeds into a bigger concern: Should an AI be allowed to decide what is “good” or “correct” based solely on its own logic? These risks shouldn’t be discounted. At the same time, this approach is gaining traction, as again DeepSeek builds on the body of work of others (think OpenAI’s “critique and revise” methods, Anthropic’s constitutional AI or research on self-rewarding agents) to create what is likely the first full-stack application of SPCT in a commercial effort. This could mark a powerful shift in AI autonomy, but there still is a need for rigorous auditing, transparency and safeguards. It’s not just about models getting smarter, but that they remain aligned, interpretable, and trustworthy as they begin critiquing themselves without human guardrails. Moving into the future So, taking all of this into account, the rise of DeepSeek signals a broader shift in the AI industry toward parallel innovation tracks. While companies continue building more powerful compute clusters for next-generation capabilities, there will also be intense focus on finding efficiency gains through software engineering and model architecture improvements to offset the challenges of AI energy consumption, which far outpaces power generation capacity.  Companies are taking note. Microsoft, for example, has halted data center development in multiple regions globally, recalibrating toward a more distributed, efficient infrastructure approach. While still planning to invest approximately $80 billion in AI infrastructure this fiscal year, the company is reallocating resources in response to the efficiency gains DeepSeek introduced to the market. Meta has also responded, With so much movement in such a short time, it becomes somewhat ironic that the U.S. sanctions designed to maintain American AI dominance may have instead accelerated the very innovation they sought to contain. By constraining access to materials, DeepSeek was forced to blaze a new trail. Moving forward, as the industry continues to evolve globally, adaptability for all players will be key. Policies, people and market reactions will continue to shift the ground rules — whether it’s eliminating the AI diffusion rule, a new ban on technology purchases or something else entirely. It’s what we learn from one another and how we respond that will be worth watching. Jae Lee is CEO and co-founder of TwelveLabs. Daily insights on business use cases with VB Daily If you want to impress your boss, VB Daily has you covered. We give you the inside scoop on what companies are doing with generative AI, from regulatory shifts to practical deployments, so you can share insights for maximum ROI. Read our Privacy Policy Thanks for subscribing. Check out more VB newsletters here. An error occured.

When Russian troops invaded Ukraine on 24 February 2022, Russia’s datacentre sector was one of the fastest-growing segments of the country’s IT industry, with annual growth rates in the region of 10-12%. However, with the conflict resulting in the imposition of Western sanctions against Russia and an outflow of US-based tech companies from the country, including Apple and Microsoft, optimism about the sector’s potential for further growth soon disappeared. In early March 2025, it was reported that Google had disconnected from traffic exchange points and datacentres in Russia, leading to concerns about how this could negatively affect the speed of access to some Google services for Russian users. Initially, there was hope that domestic technology and datacentre providers might be able to plug the gaps left by the exodus of the US tech giants, but it seems they could not keep up with the hosting demands of Russia’s increasingly digital economy. Oleg Kim, director of the hardware systems department at Russian IT company Axoft, says the departure of foreign cloud providers and equipment manufacturers has led to a serious shortage of compute capacity in Russia. This is because the situation resulted in a sharp, initial increase in demand for domestic datacentres, but Russian providers simply did not have time to expand their capacities on the required scale, continues Kim. According to the estimates of Key Point, one of Russia’s largest datacentre networks, meeting Russia’s demand for datacentres will require facilities with a total capacity of 30,000 racks to be built each year over the next five years. On top of this, it has also become more costly to build datacentres in Russia. Estimates suggest that prior to 2022, the cost of a datacentre rack totalled 100,000 rubles ($1,200), but now exceeds 150,000 rubles. And analysts at Forbes Russia expect these figures will continue to grow, due to rising logistics costs and the impact the war is having on the availability of skilled labour in the construction sector. The impact of these challenges is being keenly felt by users, with several of the country’s large banks experiencing serious problems when finding suitable locations for their datacentres. Sberbank is among the firms affected, with its chairperson, German Gref, speaking out previously about how the bank is in need of a datacentre with at least 200MW of capacity, but would ideally need 300-400MW to address its compute requirements. Stanislav Bliznyuk, chairperson of T-Bank, says trying to build even two 50MW datacentres to meet its needs is proving problematic. “Finding locations where such capacity and adequate tariffs are available is a difficult task,” he said. Read more about datacentre developments North Lincolnshire Council has received a planning permission application for another large-scale datacentre development, in support of its bid to become an AI Growth Zone A proposal to build one of the biggest datacentres in Europe has been submitted to Hertsmere Borough Council, and already has the support of the technology secretary and local councillors. The UK government has unveiled its 50-point AI action plan, which commits to building sovereign artificial intelligence capabilities and accelerating AI datacentre developments – but questions remain about the viability of the plans. Despite this, T-Bank is establishing its own network of data processing centres – the first of which should open in early 2027, he confirmed in November 2024. Kirill Solyev, head of the engineering infrastructure department of the Softline Group of Companies, who specialise in IT, says many large Russian companies are resorting to building their own datacentres – because compute capacity is in such short supply. The situation is, however, complicated by the lack of suitable locations for datacentres in the largest cities of Russia – Moscow and St Petersburg. “For example, to build a datacentre with a capacity of 60MW, finding a suitable site can take up to three years,” says Solyev. “In Moscow, according to preliminary estimates, there are about 50MW of free capacity left, which is equivalent to 2-4 large commercial datacentres. “The capacity deficit only in the southern part of the Moscow region is predicted at 564MW by 2030, and up to 3.15GW by 2042.” As a result, datacentre operators and investors are now looking for suitable locations outside of Moscow and St Petersburg, and seeking to co-locate new datacentres in close proximity to renewable energy sources. And this will be important as demand for datacentre capacity in Russia is expected to increase, as it is in most of the rest of the world, due to the growing use of artificial intelligence (AI) tools and services. The energy-intensive nature of AI workloads will put further pressure on operators that are already struggling to meet the compute capacity demands of their customers. Speaking at the recent Ural Forum on cyber security in finance, Alexander Kraynov, director of AI technology development at Yandex, says solving the energy consumption issue of AI datacentres will not be easy. “The world is running out of electricity, including for AI, while the same situation is observed in Russia,” he said. “In order to ensure a stable energy supply of a newly built large datacentre, we will need up to one year.” According to a recent report of the Russian Vedomosti business paper, as of April 2024, Russian datacentres have used about 2.6GW, which is equivalent to about 1% of the installed capacity of the Unified Energy System of Russia. Accommodating AI workloads will also mean operators will need to purchase additional equipment, including expensive accelerators based on graphic processing units and higher-performing data storage systems. The implementation of these plans and the viability of these purchases is likely to be seriously complicated by the current sanctions regime against Russia. That said, Russia’s prime minister, Mikhail Mishustin, claims this part of the datacentre supply equation is being partially solved by an uptick in the domestic production of datacentre kit. According to the Mishustin, more than half of the server equipment and industrial storage and information processing systems needed for datacentres are already being produced in Russia – and these figures will continue to grow. The government also plans to provide additional financial support to the industry, as – to date – building datacentres in Russia has been prevented by relatively long payback periods, of up to 10 years in some cases, of such projects. One of the possible support measures on offer could include the subsidisation of at least part of the interest rates on loans to datacentre developers and operators. At the same time, though, the government’s actions in other areas have made it harder for operators to build new facilities. For example, in March 2025, the Russian government significantly tightened the existing norms for the establishment of new datacentres in the form of new rules for the design of data processing centres, which came into force after the approval by the Russian Ministry of Construction. According to Nikita Tsaplin, CEO of Russian hosting provider RUVDS, the rules led to additional bureaucracy in the sector (due to the positioning of datacentres as typical construction objects). And, according to his predictions, that situation can extend the construction cycle of a datacentre from around five years to seven years. The government’s intervention here was to prevent the installation of servers in residential areas, such as garages, but it looks set to complicate an already complex situation – prompting questions about whether Russia’s datacentre market will ever reach its full potential.

These annual rankings were last updated on June 6, 2025. Want to see your firm on next year’s list? Continue reading for more on how you can improve your studio’s ranking. Traversing the German nation, one will encounter a similar historic program to other European capitals — Romanesque churches, Renaissance monuments and more — blended with functionalist and modernist structures. Early twenty-first-century Germany gave rise to the thriving Bauhaus. Founded by Walter Gropius, this school introduced brand-new architectural thinking, an ideology rooted in function, clarity and mass production. Materials like concrete and glass were favored, socially progressive housing blocks were constructed, and a newfound appreciation for modernism emerged. The spirit of the great Bauhaus teachers — Mies van der Rohe, for example — vigorously lives on and inspires contemporary designers today. Additionally, modern industrial architecture took off post-war and has played a prominent role in the nation’s economic growth, continuing to do so today. The architectural devastation from WWII resulted in mass reconstruction efforts. The post-war restoration and rebuilding embraced a functional attitude, which continued the legacy of the Bauhaus movement despite its closing over a decade prior. Today, German architecture continues to champion the nation’s modernist brilliance through innovative designs that push technological boundaries and celebrate culture. With so many architecture firms to choose from, it’s challenging for clients to identify the industry leaders that will be an ideal fit for their project needs. Fortunately, Architizer is able to provide guidance on the top design firms in Germany based on more than a decade of data and industry knowledge. How are these architecture firms ranked? The following ranking has been created according to key statistics that demonstrate each firm’s level of architectural excellence. The following metrics have been accumulated to establish each architecture firm’s ranking, in order of priority: The number of A+Awards won (2013 to 2025) The number of A+Awards finalists (2013 to 2025) The number of projects selected as “Project of the Day” (2009 to 2025) The number of projects selected as “Featured Project” (2009 to 2025) The number of projects uploaded to Architizer (2009 to 2025) Each of these metrics is explained in more detail at the foot of this article. This ranking list will be updated annually, taking into account new achievements of Germany architecture firms throughout the year. Without further ado, here are the 30 best architecture firms in Germany: 30. Format Elf Architekten © Format Elf Architekten Simple and touching. Format Elf Architekten is an architecture firm that focuses on residential architecture. Some of Format Elf Architekten’s most prominent projects include: Longhouses, Bad Birnbach, Germany FORMSTELLE, Töging am Inn, Germany House B, Munich, Germany Die Basis, Munich, Germany The following statistics helped Format Elf Architekten achieve 30th place in the 30 Best Architecture Firms in Germany: Featured Projects 1 Total Projects 4 29. Bruzkus Batek Architects © Jens Bösenberg | Whitelight Studio GmbH BRUZKUS BATEK Since 2007, this internationally active office specialised in designing hotels, offices, shops, restaurants and private housing – and particularly in the detailing of high-quality interiors. After 10 successful years, it is time for a change. As of 2018, Bruzkus Batek is splitting into BATEK ARCHITECTS and ESTER BRUZKUS ARCHITECTS. Some of Bruzkus Batek Architects’ most prominent projects include: Razorfish, Berlin, Germany Office Ester Bruzkus Architekten, Berlin, Germany Colette Tim Raue Munich, Munich, Germany Apartment PP, Berlin, Germany Dean, Berlin, Germany The following statistics helped Bruzkus Batek Architects achieve 29th place in the 30 Best Architecture Firms in Germany: A+Awards Finalist 1 Featured Projects 3 Total Projects 28 28. Ester Bruzkus Architekten © Ester Bruzkus Architekten Founded in 2002 in Berlin, Ester Bruzkus Architekten is an architecture and interior design practice with global ties: Berlin, New York, Paris, Tel Aviv, Boston, Dubai, Moscow, Vladivostok, Tenerife. We have extensive experience with design at many scales: from the design of tables and furniture to exquisite residences and workspaces to international theaters, restaurants and hotels. Straight lines, precise planning, material contrasts – and plenty of surprises. The architecture of Ester Bruzkus and her team makes use of contrasts of thick and thin, sharp and soft, curved and straight, rough and smooth, common and opulent, colorful and restrained, playful and well-resolved. Special projects result from a dialogue of space and light, materiality and color, existing constraints and new opportunities – and especially a synergy between the needs of the client, the space and the aspirations of great design. Some of Ester Bruzkus Architekten’s most prominent projects include: Razorfish, Berlin, Germany Office Ester Bruzkus Architekten, Berlin, Germany Colette Tim Raue Munich, Munich, Germany Apartment PP, Berlin, Germany Dean, Berlin, Germany The following statistics helped Ester Bruzkus Architekten achieve 28th place in the 30 Best Architecture Firms in Germany: A+Awards Finalist 1 Featured Projects 3 Total Projects 34 27. Architekten Wannenmacher + Möller © Architekten Wannenmacher + Möller GmbH Architects Wannenmacher + Möller, based in Bielefeld Germany, has been in practice for almost 60 years. Today the office is run by second generation Andreas Wannenmacher and Hans-Heinrich Möller. It was founded by Gregor Wannenmacher in Düsseldorf, Germany in 1955. Over the years the office grew continuously and became one of the largest architectural firms in the German region Eastern Westfalia. Most of the activities were focused in this region. During the last years, however, the office had the opportunity to design buildings and control their realization outside this region, some of them in foreign countries throughout Europe, Asia, and the USA. Some of Architekten Wannenmacher + Möller’s most prominent projects include: Ford Hagemeier Halle , Germany Wohnhaus Möllmann, Bielefeld, Germany House P+G, Weinheim, Germany House in Paderborn, Paderborn, Germany Borchen Sports Hall, Borchen, Germany The following statistics helped Architekten Wannenmacher + Möller achieve 27th place in the 30 Best Architecture Firms in Germany: A+Awards Finalist 1 Featured Projects 4 Total Projects 14 26. Design.Develop.Build – GA Tech | PBSA | RWTH © Design.Develop.Build - GA Tech | PBSA | RWTH Students from the Georgia Institute of Technology, RWTH Aachen University and PBSA Düsseldorf design, develop and build civic architecture. Some of Design.Develop.Build’s most prominent projects include: Guga S’Thebe Children’s Theatre, Cape Town, South Africa The following statistics helped Design.Develop.Build achieve 26th place in the 30 Best Architecture Firms in Germany: A+Awards Winner 2 A+Awards Finalist 1 Featured Projects 1 Total Projects 1 25. Ecker Architekten © Ecker Architekten Ecker Architekten is an architecture and design firm based in Germany. Ecker Architekten’s design portfolio includes a variety of architectural projects, such as cultural, commercial, government and health, educational, and more. Some of Ecker Architekten’s most prominent projects include: The Forum at Eckenberg Gymnasium, Adelsheim, Germany Field Chapel, Buchen (Odenwald), Germany Kindergarten Dandelion Clock, Germany Kanzlei Balkenhol, BW, Germany Branch Bank in Hettingen, Hettingen, Germany The following statistics helped Ecker Architekten achieve 25th place in the 30 Best Architecture Firms in Germany: Featured Projects 4 Total Projects 8 24. Sehw Architektur © Helin Bereket “Sehw stands for meaningfulness, emotion, attitude and change.” Our mission: building architecture sustainably, thinking innovatively and creating social added value. “Sehw stands for an aesthetic of sustainability in architecture.” // Sustainability // Acting sustainably We are not just planning for today but for the generation of tomorrow and beyond. For us, sustainable architecture means forward-looking planning and the development of future-proof utilization concepts. In times of rapid climate change, we are committed to resource-conserving construction methods and the use of renewable energies. Recyclable building materials and circular economy are the basis for a long life cycle and corresponding sustainability certifications of our buildings. We value and protect existing structures and materials. Some of Sehw Architektur’s most prominent projects include: KIT, Karlsruhe, Germany Weitblick Innovation Campus, Augsburg, Germany Inclusive School Centre Döbern, Döbern, Germany The Copper Coil, Rostock, Germany Around the Corner – Student Apartment Building, Berlin, Germany The following statistics helped Sehw Architektur achieve 24th place in the 30 Best Architecture Firms in Germany: Featured Projects 5 Total Projects 18 23. PHILIPPARCHITEKTEN Anna Philipp © PHILIPPARCHITEKTEN Anna Philipp A passion for houses. There’s nothing more significant to describe what our architecture office is about: houses — simple, yet complex. The archetype of all construction is our passion. That’s what we stand for. On this we work holistically with a team of architects and engineers. Center of our designing is the human being. We understand architecture as a second skin, which must be tailored. At the same time it’s essential to reflect the unique character of the location. The goal is a harmonious triad of mankind, nature and architecture. The focus and specialization on houses and villas is faced by a wide diversification in the range of services offered. Some of PHILIPPARCHITEKTEN Anna Philipp’s most prominent projects include: Villa Philipp, Waldenburg, Germany Villa Lombardo, Lugano, Switzerland A monastery of modernity, Augsburg, Germany Villa Schatzlmayr, Passau, Germany Villa Mauthe, Bahlingen, Germany The following statistics helped PHILIPPARCHITEKTEN Anna Philipp achieve 23rd place in the 30 Best Architecture Firms in Germany: Featured Projects 5 Total Projects 22 22. KRESINGS © Roman Mensing KRESINGS is a studio for architecture, interior design, urban planning and product design with offices in Munster and Dusseldorf. Since its founding by Rainer Maria Kresing in 1985 four further partners joined the management: Kilian Kresing, Christian Kawe, Matthias Povel and André Perret. More than 60 employees — architects, designers, planners and engineers — guarantee a broad range of creative and qualified services. Experience meets creative ease. The studio has been awarded with national awards like those of the BDA (Bund Deutscher Architekten) and the DAM (Deutsches Architektur Museum). KRESINGS: Experts and team players in areas of office and industrial buildings, facilities for research, education and culture as well as individual designs for residential buildings. Some of KRESINGS’ most prominent projects include: Student Residence Boeselagerstraße, Münster, Germany Headquarters Mitsubishi Electric Europe, Ratingen, Germany Petting Zoo, Öhringen, Germany Freiherr-vom-Stein-High-School, Münster, Germany Residential Building Hoher Heckenweg, Münster, Germany The following statistics helped KRESINGS achieve 22nd place in the 30 Best Architecture Firms in Germany: Featured Projects 5 Total Projects 33 21. 3deluxe © 3deluxe The interdisciplinary design collective 3deluxe, consisting of about 30 individuals centered around Dieter Brell, Peter Seipp and Andreas and Stephan Lauhoff, has been creating groundbreaking impulses in the fields of architecture and interior design, graphic and media design. In creative synergy hybrid forms of two and three dimensional design are created: graphic works develop a spatial impact, while architectural drafts are based on communication principles. In this way, complex collages are contrived, so called ‚multilayered atmospheres‘, that foster multiple sensory experiences and allow for a multitude of potential interpretations. Paramount is the broadening of an absolute understanding of space and image towards a dynamic, processual approach. Some of 3deluxe’s most prominent projects include: V- Plaza Urban Development, Kaunas, Lithuania Kaffee Partner Headquarters, Osnabrück, Germany Butterfly Pavilion, Sharjah, United Arab Emirates Leonardo Glass Cube, Bad Driburg, Germany Cyberhelvetia The following statistics helped 3deluxe achieve 21st place in the 30 Best Architecture Firms in Germany: A+Awards Finalist 2 Featured Projects 3 Total Projects 20 20. Christoph Hesse Architects © Deimel und Wittmar Christoph Hesse Architects was founded in 2010 by Christoph Hesse, has offices in Korbach and, since 2018, in Berlin. The architectural practice currently employs an international team of 15 people and has won numerous awards. Some of Christoph Hesse Architects’ most prominent projects include: VITOS Outpatient psychiatric clinic for traumatized refugees, Korbach, Germany Villa F / the off-the-grid house in the central highlands of Germany, Medebach, Germany StrohTherme, Medebach, Germany Room of Silence, Korbach, Germany The following statistics helped Christoph Hesse Architects achieve 20th place in the 30 Best Architecture Firms in Germany: A+Awards Winner 2 Featured Projects 2 Total Projects 4 19. Zeller & Moye © Zeller & Moye Zeller & Moye is a design studio based in Mexico City and Berlin that works at the intersection of architecture, arts, design and latest technology through an experimental, multidisciplinary and collaborative working culture. Some of Zeller & Moye’s most prominent projects include: HAUS KÖRIS, Brandenburg, Germany SANDRA WEIL Store, Mexico City, Mexico TROQUER FASHION HOUSE, Mexico City, Mexico CASA VERNE, Mexico City, Mexico CASA HILO, Mexico The following statistics helped Zeller & Moye achieve 19th place in the 30 Best Architecture Firms in Germany: Featured Projects 5 Total Projects 12 18. Ippolito Fleitz Group – Identity Architects © Ippolito Fleitz Group - Identity Architects Ippolito fleitz group is a multidisciplinary, internationally operating design studio based in Stuttgart.We are identity architects. We work in unison with our clients to develop architecture, products and communication that are part of a whole and yet distinctive in their own right. This is how we define identity.With meticulous analysis before we begin.With animated examination in the conceptional phase. With a clarity of argument in the act of persuasion.With a love of accuracy in the realisation.With a serious goal and a lot of fun along the way. Working together with our clients.As architects of identity, we conceive and construct buildings, interiors and landscapes; we develop products and communication measures. Some of Ippolito Fleitz Group – Identity Architects’ most prominent projects include: Das GERBER, Stuttgart, Germany Hunke – Jewellers and Opticians, Ludwigsburg, Germany Bella Italia Weine, Stuttgart, Germany ippolito fleitz group | Residential Building, Denkendorf, Germany WakuWaku Dammtor, Hamburg, Germany The following statistics helped Ippolito Fleitz Group - Identity Architects achieve 18th place in the 30 Best Architecture Firms in Germany: A+Awards Finalist 1 Featured Projects 4 Total Projects 26 17. VON M © Zooey Braun VON M is an architecture and design firm based in Germany. VON M’s design portfolio includes a variety of architectural projects, such as cultural, residential, educational, commercial, hospitality and sport, and more. Some of VON M’s most prominent projects include: Museum Luthers Sterbehaus, Eisleben, Germany BHM Pavillon, Wolfegg, Germany Kinder- und Familienzentrum, Ludwigsburg, Germany Hotel Bauhofstrasse, Ludwigsburg, Germany HS77, Stuttgart, Germany The following statistics helped VON M achieve 17th place in the 30 Best Architecture Firms in Germany: Featured Projects 6 Total Projects 11 16. Plastique Fantastique © Plastique Fantastique Plastique Fantastique is a collective for temporary architecture that samples the performative possibilities of urban environments. Established in Berlin in 1999, Plastique Fantastique has been influenced by the unique circumstances that made the city a laboratory for temporary spaces. Plastique Fantastique’s synthetic structures affect surrounding spaces like a soap bubble does: Similar to a foreign body, it occupies and mutates urban space. Their interventions change the way we perceive and interact in urban environments. By mixing different landscape types, an osmotic passage between private and public space is generating new hybrid environments.Regardless the way people view a bubble, walk around its exterior or move inside it, the pneumatic structure is a medium to experience the same physical setting in a temporary extraordinary situation. Some of Plastique Fantastique’s most prominent projects include: LOUD SHADOWS, Terschelling, Netherlands Blurry Venice, Venice, Italy Aeropolis, Copenhagen, Denmark superKOLMEMEN, Helsinki, Finland MOBILE PPS (Personal Protective Space) for Doctors The following statistics helped Plastique Fantastique achieve 16th place in the 30 Best Architecture Firms in Germany: Featured Projects 5 Total Projects 5 15. 4a Architekten © 4a Architekten GmbH Shaping atmosphere, lending identity, creating quality of space — these are the values that characterize the buildings of 4a Architekten. The starting point and guiding principle of our work is the concept of architecture as living space. Our buildings come into being through intensive team work shaped by interdisciplinary thinking and action. What characterizes a location in terms of its culture and history? What are the client’s expectations and objectives? What is viable within the budget and what are the benefits for users? These questions and this approach bring us to solutions with an individual character — and they apply just as much to the planning of buildings as to the design of interior spaces. Some of 4a Architekten’s most prominent projects include: Therme Lindau on Lake Constance, Lindau, Germany Balingen Civic Hall, Balingen, Germany Emser Thermal Baths, Bad Ems, Germany Spreewald Spa Hotel, Burg, Germany Stegermatt Aquatic Centre, Offenburg, Germany The following statistics helped 4a Architekten achieve 15th place in the 30 Best Architecture Firms in Germany: Featured Projects 7 Total Projects 15 14. schneider+schumacher © schneider+schumacher / Frankfurt - Vienna - Tianjin Our architectural approach is characterized by the enjoyment we have in finding solutions to the complex demands of today’s buildings. We adapt our buildings to fit into their surroundings, yet we also create landmarks. Pragmatic poetry, nurtured not only by design clarity and a conscientious attitude towards the task in hand, but also by a delight in fine details. This design process is constantly informed by the dialogue that takes place on a daily basis between the various professional disciplines in all our specialized divisions – architecture, construction and project management, design, a.o. — and international offices. schneider+schumacher is headquartered in Frankfurt (GE), and has two branches in Vienna (AU) and Tianjin (CN). Some of schneider+schumacher’s most prominent projects include: Autobahn Church, Wilnsdorf, Germany Oil Harbour Bridge, Raunheim, Germany DOXX – Quayside Development at Mainz Customs Port, Mainz, Germany Städel Museum Extension, Frankfurt, Germany Siegerland Motorway Church, Wilnsdorf, Wilnsdorf, Germany The following statistics helped schneider+schumacher achieve 14th place in the 30 Best Architecture Firms in Germany: A+Awards Winner 1 A+Awards Finalist 2 Featured Projects 5 Total Projects 12 13. ingenhoven associates © ingenhoven associates Celebrating 40 years of excellence since 1985, the studio is pioneer in sustainable architecture, designing and delivering projects of all sizes and typologies across nearly every region of the world, adhering to the highest green building standards, including LEED, Green Star, Minergie, BREEAM, DGNB and CASBEE. With a tailored approach to each location, the multinational, interdisciplinary team creates nuanced architectural solutions with added value and positive social impact. Some of ingenhoven associates’ most prominent projects include: Düsseldorfer Schauspielhaus, Düsseldorf, Germany Freiburg Town Hall, Freiburg, Germany Kö-Bogen 2, Düsseldorf, Germany Marina One, Singapore, Singapore Daniel Swarovski Corporation, Männedorf, Switzerland The following statistics helped ingenhoven associates achieve 13th place in the 30 Best Architecture Firms in Germany: A+Awards Finalist 2 Featured Projects 5 Total Projects 28 12. gmp · Architects von Gerkan, Marg und Partner © HG Esch Photography The architects von Gerkan, Marg and Partners (gmp) are an architectural practice that was founded in Hamburg and has branches worldwide. With our generalist approach and more than 50 years of experience, we complete projects in dialogue with our clients and the participating planning disciplines, at all scales and cultural contexts, covering all design phases and working on all continents. The range of our projects extends from family residences to high-rise buildings, from stadiums to concert halls, from office buildings to bridges, and from door hardware to urban planning. With holistic sustainability in mind, we aim to create new and refurbished architecture that is long-lasting and goes beyond temporary fashions, taking into account the global challenges and issues of urbanization, digitalization, and mobility. Some of gmp · Architects von Gerkan, Marg und Partner’s most prominent projects include: Guna Villa, Jūrmala, Latvia Universiade 2011 Sports Center, Shenzhen, China Olympic Stadium, Kiev, Ukraine, Kyiv, Ukraine Olympic Stadium, Berlin, Germany Twin Towers, Commodity Exchange Plaza, Dalian, China The following statistics helped gmp · Architects von Gerkan, Marg und Partner achieve 12th place in the 30 Best Architecture Firms in Germany: Featured Projects 8 Total Projects 36 11. kadawittfeldarchitektur © kadawittfeldarchitektur We are kadawittfeldarchitektur. Originally founded in Aachen in 1999, we today stand for more than just architectural design. The interdisciplinary approach of our work, linking architecture, interior and product design on the one hand and at the interface of town planning and urban projects on the other hand, reflects the full range of our creative output. kadawittfeldarchitektur develops added value space. In a team of more than 170 persons, we create architecture with added value space for living, communication and work environments. In the way we deal with volumes, materials, structures and functions, we strive to integrate our schemes into their surroundings with the objective of creating contemporary and sustainable architecture and meeting the needs of both the users and the general public. Some of kadawittfeldarchitektur’s most prominent projects include: CELTIC MUSEUM, Glauburg, Germany ADIDAS LACES, Herzogenaurach, Germany SPZ, HALLEIN, Hallein, Austria SENIOR CITIZENS RESIDENCE ALTENMARKT, Altenmarkt im Pongau, Austria SALZBURG CENTRAL STATION, Salzburg, Austria The following statistics helped kadawittfeldarchitektur achieve 11th place in the 30 Best Architecture Firms in Germany: Featured Projects 8 Total Projects 32 10. GRAFT © GRAFT What is graft? The English word ‘graft’ provokes a variety of meanings and multiple readings. It stands for transplants in the field of medicine, for cheating, but also for hard work.  In the terminology of botany, grafting is described as the addition of one shoot onto a genetically different host. Some of GRAFT’s most prominent projects include: Ice Stadion “Arena Schierke”, Wernigerode, Germany Show Palace Munich, Munich, Germany Autostadt Roof and Service Pavilion, Wolfsburg, Germany Eiswerk, Berlin, Germany Villa M , Berlin, Germany The following statistics helped GRAFT achieve 10th place in the 30 Best Architecture Firms in Germany: A+Awards Finalist 2 Featured Projects 7 Total Projects 17 9. HENN © HENN HENN is an international architecture studio with over 75 years of experience in designing innovative work environments across office, science, healthcare, industry, education, and culture. An interdisciplinary team of 400 professionals works from offices in Munich, Berlin, Frankfurt am Main, and Shanghai. The design process is collaborative and driven by curiosity. HENN draws from the rich expertise of three generations and a global network of partners. All three generations share a common mindset: openness and curiosity. This spirit drives the studio to continuously question and redefine architectural typologies. HENN was founded in 1947 by Walter Henn in Dresden. Early on, he specialized in industrial buildings and played a key role in establishing the Braunschweig School through his academic work. Some of HENN’s most prominent projects include: Porsche Pavilion, Wolfsburg, Germany Zalando Headquarters Berlin, Berlin, Germany Bugatti Atelier, Molsheim, France MobileLife Campus, Wolfsburg, Germany The CUBE, Dresden, Germany The following statistics helped HENN achieve 9th place in the 30 Best Architecture Firms in Germany: A+Awards Winner 2 A+Awards Finalist 2 Featured Projects 6 Total Projects 30 8. Auer Weber © Aldo Amoretti Photography Founded in 1980, we are an internationally active architectural firm with offices in Stuttgart and Munich. We employ around 150 people from 20 countries and work on projects of various sizes and tasks from initial design through to completion. Each year, we create entries for between 30 and 40 competitions in our two offices, from which we generate a large proportion of our orders. These range from buildings for the community to educational and administrative buildings, sports and leisure facilities and large infrastructure projects. The diversity of our architecture is the result of in-depth study of the building tasks and where these tasks originate. Some of Auer Weber’s most prominent projects include: Aquatic Centre “Aquamotion” Courchevel , Saint-Bon-Tarentaise, France Arena du Pays d’Aix, Aix-en-Provence, France Extension of the District Office in Starnberg, Starnberg, Germany ESO Headquarters Extension, Garching, Germany Olympic Aquatics Stadium, Route de Torcy, France The following statistics helped Auer Weber achieve 8th place in the 30 Best Architecture Firms in Germany: A+Awards Winner 2 A+Awards Finalist 1 Featured Projects 9 Total Projects 24 7. Peter Ruge Architekten © Peter Ruge Architekten GmbH Identity+Sustainability=Architecture Peter Ruge Architekten is a locally and internationally active planning office based in Berlin. Our mission is simple: to develop and build sustainable architecture of the future. The agenda of the team along with three partners Peter Ruge, Kayoko Uchiyama and Matthias Matschewski includes new buildings, optimization of existing properties and urban planning designs. The projects are holistic, i.e. adapted to the climate, culture and needs of the users, and have received numerous awards and certifications. Our detailed understanding of sustainable design processes supports the decisions of our clients. In education field, Prof. Ruge shares our knowledge with a global design community at DIA, Anhalt University of Applied Sciences in Dessau, Shenyang Jianzhu University in China and Kyoto Seika University in Japan. Some of Peter Ruge Architekten’s most prominent projects include: Busan Opera House, South Korea, Busan, South Korea Congress Center Hangzhou, Hangzhou, China House O, Germany, Potsdam-Mittelmark, Germany LTD_1 Hamburg, Germany, Hamburg, Germany Muzeum Lotnictwa Krakow, Poland The following statistics helped Peter Ruge Architekten achieve 7th place in the 30 Best Architecture Firms in Germany: Featured Projects 12 Total Projects 18 6. HPP Architects © Christa Lachenmaier Photography HPP Architects is one of Europe’s leading architectural partnerships with a full range of architectural and master planning services. Since its foundation by Professor Hentrich, the 4th generation of HPP partnership today includes a global team of more than 25 nationalities and 480 architects, engineers, urban designers and specialists. Today it comprises 13 offices including 8 regional offices in Germany and 5 international branches in Turkey, China and Netherlands. HPP Architects’ headquarter is located in the Düsseldorf Media Harbor, further offices are located in Amsterdam, Beijing, Berlin, Cologne, Frankfurt, Hamburg, Istanbul, Leipzig, Munich, Shanghai, Shenzhen and Stuttgart. HPP completed more than 1200 buildings worldwide and aspires to create architectural quality of lasting value beyond the here and now: timeless and yet clearly part of their time, innovative and equally grounded in history. Some of HPP Architects’s most prominent projects include: LVM 5 , Münster, Germany Medical Library Oasis (O.A.S.E.), Düsseldorf, Germany Hochschule Ruhr West, Mülheim, Germany Henkel Asia-Pacific and China Headquarters, Shanghai, China Dreischeibenhaus, Düsseldorf, Germany The following statistics helped HPP Architects achieve 6th place in the 30 Best Architecture Firms in Germany: A+Awards Finalist 3 Featured Projects 12 Total Projects 25 5. Behnisch Architekten © David Matthiessen The Stuttgart-based practice known today as Behnisch Architekten was founded in 1989 under the leadership of Stefan Behnisch. Originally established as a branch office of Günter Behnisch’s practice Behnisch & Partner, it became independent in 1991 and has subsequently developed into an international practice with offices in Stuttgart, Munich, Los Angeles/California (1999 – 2011), and Boston. These offices are directed by Stefan Behnisch and his partners in varying combinations. The Partners are Robert Hösle, Robert Matthew Noblett and Stefan Rappold. Stefan Behnisch is involved in all three offices. From the outset, the social dimension of architecture has been a fundamental aspect of the firm’s design philosophy. Some of Behnisch Architekten’s most prominent projects include: SC Workplaces, California City of Santa Monica Public Parking Structure #6, Santa Monica, California Primary School Infanteriestrasse, München, Germany Harvard University Science and Engineering Complex, Boston, Massachusetts John and Frances Angelos Law Center, University of Baltimore, Baltimore, Maryland The following statistics helped Behnisch Architekten achieve 5th place in the 30 Best Architecture Firms in Germany: A+Awards Finalist 9 Featured Projects 8 Total Projects 24 4. wulf architekten © Tobias Vollmer wulf architekten emerged from the architecture practice established 1987 in Stuttgart by Tobias Wulf. Currently the office is managed by Tobias Wulf, Jan-Michael Kallfaß, Ingmar Menzer and Steffen Vogt. From 1996 to 2018, Kai Bierich and Alexander Vohl were partners of Tobias Wulf at wulf architekten. Currently, the company has about 140 employees, nine of them being senior architects. With three office locations – Stuttgart, Berlin and Basel (CH) – wulf architekten is also working on projects abroad. Some of wulf architekten’s most prominent projects include: Parking Garage Facade P22a at the Cologne Exhibition Centre, Cologne, Germany Four primary schools in modular design, Munich, Germany School Center North, Stuttgart, Germany Canteen and Media Center for North vocational school center, Darmstadt, Germany Chamber of Industry and Commerce, headquarters, Stuttgart, Germany The following statistics helped wulf architekten achieve 4th place in the 30 Best Architecture Firms in Germany: A+Awards Winner 1 A+Awards Finalist 1 Featured Projects 11 Total Projects 18 3. TCHOBAN VOSS Architekten © TCHOBAN VOSS Architekten GmbH TCHOBAN VOSS Architekten design, plan and build for national and international clients in the public and private sectors. The company, with offices in Hamburg, Berlin and Dresden, is named after Sergei Tchoban, architect BDA, and his partner Ekkehard Voss, architect BDA (1963-2024). With over 150 highly qualified, interdisciplinary employees and many years of experience, it offers architecturally and functionally sustainable solutions for a wide range of building projects in Germany and abroad. TCHOBAN VOSS Architekten is member of the Association of German Architects (BDA), the Chambers of Architects in Hamburg, Berlin and Saxony, the Förderverein Bundesstiftung Baukultur e.V. as well as of the European Architects Network (EAN). Some of TCHOBAN VOSS Architekten’s most prominent projects include: EDGE Suedkreuz Berlin, Berlin, Germany SKF Test Centre for large-scale bearings, Schweinfurt, Germany Seestraße, Berlin, Berlin, Germany Koenigstadt-Quartier, Berlin, Germany EMBASSY – Living alongside Koellnischer Park, Berlin, Berlin, Germany The following statistics helped TCHOBAN VOSS Architekten achieve 3rd place in the 30 Best Architecture Firms in Germany: A+Awards Winner 1 A+Awards Finalist 6 Featured Projects 12 Total Projects 29 2. Barkow Leibinger © Barkow Leibinger The scope of Barkow Leibinger’s work spans from cultural projects to industrial ones. Their focus on industrial architecture includes master planning and building representational and functional buildings for production, logistical and office spaces. Some of Barkow Leibinger’s most prominent projects include: Production Hall Trumpf, Hettingen, Germany Stadthaus M1 – Green City Hotel, Freiburg, Germany Harvard ArtLab, Boston, Massachusetts Production Hall, Grüsch, Switzerland Fraunhofer Research Campus, Waischenfeld, Germany The following statistics helped Barkow Leibinger achieve 2nd place in the 30 Best Architecture Firms in Germany: Featured Projects 12 Total Projects 17 1. J.MAYER.H © J.MAYER.H J. MAYER H’s studio, focuses on works at the intersection of architecture, communication and new technology. From urban planning schemes and buildings to installation work and objects with new materials, the relationship between the human body, technology and nature form the background for a new production of space. Some of J.MAYER.H’s most prominent projects include: MIAMI MUSEUM GARAGE, Miami, Florida n.n. Residence, Moscow, Russia Hasselt Court House , Hasselt, Belgium Highway Rest Stops, Tbilisi, Georgia Rest Stops, Gori, Georgia Featured image: Tram Stops, Kehl, Germany The following statistics helped J.MAYER.H achieve 1st place in the 30 Best Architecture Firms in Germany: A+Awards Winner 5 A+Awards Finalist 3 Featured Projects 19 Total Projects 30 Why Should I Trust Architizer’s Ranking? With more than 30,000 architecture firms and over 130,000 projects within its database, Architizer is proud to host the world’s largest online community of architects and building product manufacturers. Its celebrated A+Awards program is also the largest celebration of architecture and building products, with more than 400 jurors and hundreds of thousands of public votes helping to recognize the world’s best architecture each year. Architizer also powers firm directories for a number of AIA (American Institute of Architects) Chapters nationwide, including the official directory of architecture firms for AIA New York. An example of a project page on Architizer with Project Award Badges highlighted A Guide to Project Awards The blue “+” badge denotes that a project has won a prestigious A+Award as described above. Hovering over the badge reveals details of the award, including award category, year, and whether the project won the jury or popular choice award. The orange Project of the Day and yellow Featured Project badges are awarded by Architizer’s Editorial team, and are selected based on a number of factors. The following factors increase a project’s likelihood of being featured or awarded Project of the Day status: Project completed within the last 3 years A well written, concise project description of at least 3 paragraphs Architectural design with a high level of both functional and aesthetic value High quality, in focus photographs At least 8 photographs of both the interior and exterior of the building Inclusion of architectural drawings and renderings Inclusion of construction photographs There are 7 Projects of the Day each week and a further 31 Featured Projects. Each Project of the Day is published on Facebook, Twitter and Instagram Stories, while each Featured Project is published on Facebook. Each Project of the Day also features in Architizer’s Weekly Projects Newsletter and shared with 170,000 subscribers.     We’re constantly look for the world’s best architects to join our community. If you would like to understand more about this ranking list and learn how your firm can achieve a presence on it, please don’t hesitate to reach out to us at editorial@architizer.com. The post 30 Best Architecture and Design Firms in Germany appeared first on Journal.

FORM Brands Studio has given London’s Air Ambulance Charity a new look. Rather than transporting patients to hospital, the charity’s doctors and paramedics treat seriously injured people at the scene from its two helicopters and eight cars. It is the only organisation performing this role in London. Established in 1989, it is called to a rising number of patients across the capital every year, helping more than 2,000 people in 2024. London’s Air Ambulance Charity (LAAC) needs £17m a year to operate, 96% which comes from donations. “But 60% of Londoners don’t know we’re a charity,” says LAAC’s director of fundraising and marketing, Jayne Clarke. FORM Brands Studio identity for London’s Air Ambulance Charity in OOH posters Its new organisational strategy is about raising awareness, enhancing fundraising efforts and strengthening its connection with London’s communities. “We’re trying to make sure the strategy is about hope and looking forward to the future,” Clarke says. To accompany this new strategy, the charity also decided to change up its visual identity. “Our previous branding was very corporate,” Clarke admits.FORM Brands Studio won the job after a pitch. Strategy director Beth Andlaw set up the east London agency in 2022 with creative director Alex Andlaw. Before that she had been in comms and PR, and had worked with LAAC on and off for about 20 years. FORM Brands Studio identity for London’s Air Ambulance Charity on stage FORM introduced a new wordmark, colour palette, typeface, icons, motion, creative copy, messaging, fundraising memorabilia and photography. However, the existing helicopter icon was retained. “It has a lot of love and legacy,” says Clarke. The agency’s brand idea, Propelling Promise, was inspired by the urgent, intense nature of the work carried out by LAAC’s clinical and operational crews. That was used to give structure to creative copy lines and the new tone of voice. Each lead line includes an element of “propelling” to imply urgency and momentum, and “promise” to imply warmth and hope. That resulted in lines including “Trauma doesn’t stop. Neither do we” and “Here for London. Today, tomorrow, always.” FORM brought in Peggy Nyamekye to work on the copywriting. Meanwhile, the visual identity, developed with designer Mayan Mistry, comprises a gradient design system, drawing on the rotational motion of helicopter blades. Borough names are repeated in radiating patterns and overlaid with the gradient. Red is still central to the charity’s identity, but FORM introduced the vivid orange worn by medics on-scene. “These colours blend in the gradient, creating a visual signature that speaks to urgency, action, optimism and hope,” says Alex Andlaw. https://d3faj0w6aqatyx.cloudfront.net/uploads/2025/06/LAA_OOH_TUBE_1920x1080.mp4 With the help of motion graphics designer Matt Fowler, the agency introduced movement to the branding, to reflect the aircraft’s blades in flight. The logo’s new wordmark is in Barlow, inspired by the existing big white lettering on the helicopter tail booms. Before, the charity’s name was written lower case in a thinner font. “Now it’s bigger, bolder and more impactful,” says Alex Andlaw. FORM also redesigned the icons to have more personality but still be functional. “The icons help the team talk about quite hard subjects,” he says, such as casualties, and the designs had to balance warmth and realism. “We did quite a few hearts, some look too detailed and some too basic,” he explains. The agency also created a series of collectible badges, inspired by the embroidered badges worn by the charity’s doctors and pilots.FORM Brands Studio identity for London’s Air Ambulance Charity in Instagram posts Meanwhile, photographer James Pearson-Howes was briefed to capture real people, places and moments from across London. The new branding had to resonate with very different types of donors, from the charity’s collection buckets to seven-figure corporate donations, says Clarke. “And the doctors wearing the brand have very strong opinions, as do the pilots. FORM took in all these views and managed to make all those people happy.” https://d3faj0w6aqatyx.cloudfront.net/uploads/2025/06/LAA_OOH_BILLBOARD_1920x1080.mp4 FORM Brands Studio identity for London’s Air Ambulance Charity FORM Brands Studio identity for London’s Air Ambulance Charity in OOH posters

John Edwards, Technology Journalist & AuthorJune 5, 20254 Min ReadSailGP Australia, USA, and Great Britain racing on San Francisco Bay, CaliforniaDannaphotos via Alamy StockWarren Jones is CTO at SailGP, the organizer of what he describes as the world's most exciting race on water. The event features high-tech F50 boats that speed across the waves at 100 kilometers-per-hour (62 miles-per-hour).  Working in cooperation with Oracle, Jones focuses on innovative solutions for remote broadcast production, data management and distribution, and a newly introduced fan engagement platform. He also leads the team that has won an IBC Innovation Awards for its ambitious and ground-breaking remote production strategy. Among the races Jones organizes is the Rolex SailGP Championship, a global competition featuring national teams battling each other in identical high-tech, high-speed 50-foot foiling catamarans at celebrated venues around the world. The event attracts the sport's top athletes, with national pride, personal glory, and bonus prize money of $12.8 million at stake. Jones also supports event and office infrastructures in London and New York, and at each of the global grand prix events over the course of the season. Prior to joining SailGP, he was IT leader at the America's Cup Event Authority and Oracle Racing. In an online interview, Jones discusses the challenges he faces in bringing reliable data services to event vessels, as well as onshore officials and fans. Related:Warren JonesWhat's the biggest challenge you've faced during your tenure? One of the biggest challenges I faced was ensuring real-time data transmission from our high-performance F50 foiling catamarans to teams, broadcasters, and fans worldwide. SailGP relies heavily on technology to deliver high-speed racing insights, but ensuring seamless connectivity across different venues with variable conditions was a significant hurdle. What caused the problem? The challenge arose due to a combination of factors. The high speeds and dynamic nature of the boats made data capture and transmission difficult. Varying network infrastructure at different race locations created connectivity issues. The need to process and visualize massive amounts of data in real time placed immense pressure on our systems. How did you resolve the problem? We tackled the issue by working with T-Mobile and Ericsson in a robust and adaptive telemetry system capable of transmitting data with minimal latency over 5G. Deploying custom-built race management software that could process and distribute data efficiently [was also important]. Working closely with our global partner Oracle, we optimized Cloud Compute with the Oracle Cloud.  Related:What would have happened if the problem wasn't quickly resolved? Spectator experience would have suffered. Teams rely on real-time analytics for performance optimization, and broadcasters need accurate telemetry for storytelling. A failure here could have resulted in delays, miscommunication, and a diminished fan experience. How long did it take to resolve the problem? It was an ongoing challenge that required continuous innovation. The initial solution took several months to implement, but we’ve refined and improved it over multiple seasons as technology advances and new challenges emerge. Who supported you during this challenge? This was a team effort -- with our partners Oracle, T-Mobile, and Ericsson with our in-house engineers, data scientists, and IT specialists all working closely. The support from SailGP's leadership was also crucial in securing the necessary resources. Did anyone let you down? Rather than seeing it as being let down, I'd say there were unexpected challenges with some technology providers who underestimated the complexity of what we needed. However, we adapted by seeking alternative solutions and working collaboratively to overcome the hurdles. What advice do you have for other leaders who may face a similar challenge? Related:Embrace adaptability. No matter how well you plan, unforeseen challenges will arise, so build flexible solutions. Leverage partnerships. Collaborate with the best in the industry to ensure you have the expertise needed. Stay ahead of technology trends. The landscape is constantly evolving; being proactive rather than reactive is key. Prioritize resilience. Build redundancy into critical systems to ensure continuity even in the face of disruptions. Is there anything else you would like to add? SailGP is as much a technology company as it is a sports league. The intersection of innovation and competition drives us forward and solving challenges like these is what makes this role both demanding and incredibly rewarding. About 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

As a Canadian who has spent the last two and a half years working as an intern architect in Helsinki, these questions have been on my mind. In my current role, I have had the opportunity to participate in numerous architectural competitions arranged by Finnish municipalities and public institutions. It has been my observation that the Finnish system of open, anonymous architectural competitions consistently produces elegant and highly functional public buildings at reasonable cost and at great benefit to the lives of the everyday people for whom the projects are intended to serve. Could Canada benefit from the adoption of a similar model? ‘Public project’ has never been a clearly defined term and may bring to mind the image of a bustling library for some while conjuring the image of a municipal power substation for others. In the context of this discussion, I will use the term to refer to projects that are explicitly in-service of the broader public such as community centres, museums, and other cultural venues. Finland’s architectural competition system Frequented by nearly 2 million visitors per year, the Oodi Central Library in Helsinki, Finland, has become a thriving cultural hub and an internationally recognized symbol of Finnish design innovation. Designed by ALA Architects, the project was procured through a 2-stage, open, international architectural competition. Photo by Ninara (flickr, CC BY 2.0) In Finland, most notable public projects begin with an architectural competition. Some are limited to invited participants only, but the majority of these competitions are open to international submissions. Importantly, the authors of any given proposal remain anonymous with regards to the jury. This ensures that all proposals are evaluated purely on quality without bias towards established firms over lesser known competitors. The project budget is known in advance to the competition entrants and cost feasibility is an important factor weighed by the jury. However, the cost for the design services to be procured from the winning entry is fixed ahead of time, preventing companies from lowballing offers in the hopes of securing an interesting commission despite the inevitable compromises in quality that come with under-resourced design work. The result: inspired, functional public spaces are the norm, not the exception. Contrasted against the sea of forgettable public architecture to be found in cities large and small across Canada, the Finnish model paints a utopic picture. Several award-winning projects in my current place of employment in Helsinki have been the result of successes in open architectural competitions. The origin of the firm itself stemmed from a winning competition entry for a church in a small village submitted by the firm’s founder while he was still completing his architectural studies.  At that time, many architecture firms in Finland were founded in this manner with the publicity of a competition win serving as a career launching off point for young architects. While less common today, many students and recent graduates still participate in these design competitions. On the occasion that a young practitioner wins a competition, they are required to assemble a team with the necessary expertise and qualifications to satisfy the requirements of the jury. I believe there is a direct link between the high architectural quality outcomes of these competitions and the fact that they are conducted anonymously. The opening of these competitions to submissions from companies outside of Finland further enhances the diversity of entries and fosters international interest in the goings-on of Finland’s architectural scene. Nonetheless, it is worth acknowledging that exemplary projects have also resulted from invited and privately organized competitions. Ultimately, the mindset of the client, the selection of an appropriate jury, and the existence of sufficient incentives for architects to invest significant time in their proposals play a more critical role in shaping the quality of the final outcome. Tikkurila Church and Housing in Vantaa, Finland, hosts a diverse range of functions including a café, community event spaces and student housing. Designed by OOPEAA in collaboration with a local builder, the project was realized as the result of a competition organized by local Finnish and Swedish parishes. Photo by Marc Goodwin Finland’s competition system, administered by the Finnish Association of Architects (SAFA), is not limited to major public projects such as museums, libraries and city halls. A significant number of idea competitions are organized seeking compelling visions for urban masterplans. The quality of this system has received international recognition. To quote a research paper from a Swedish university on the structure, criteria and judgement process of Finnish architectural competitions, “The Finnish (competition) experience can provide a rich information source for scholars and students studying the structure and process of competition system and architectural judgement, as well as those concerned with commissioning and financing of competitions due to innovative solutions found in the realms of urban revitalization, poverty elimination, environmental pollution, cultural and socio-spatial renewals, and democratization of design and planning process.” This has not gone entirely under the radar in Canada. According to the website of the Royal Architectural Institute of Canada (RAIC), “Competitions are common in countries such as Finland, Ireland, the United Kingdom, Australia, and New Zealand. These competitions have resulted in a high quality of design as well as creating public interest in the role of architecture in national and community life.” Canada’s architectural competition system In Canada, the RAIC sets general competition guidelines while provincial and territorial architect associations are typically responsible for the oversight of any endorsed architectural competition. Although the idea of implementing European architectural competition models has been gaining traction in recent years, competitions remain relatively rare even for significant public projects. While Canada is yet to fully embrace competition systems as a powerful tool for ensuring higher quality public spaces, success stories from various corners of the country have opened up constructive conversations. In Edmonton, unconventional, competitive procurement efforts spearheaded by city architect Carol Belanger have produced some remarkable public buildings. This has not gone unnoticed in other parts of the country where consistent banality is the norm for public projects. Jasper Place Branch Library designed by HCMA and Dub Architects is one of several striking projects in Edmonton built under reimagined commissioning processes which broaden the pool of design practices eligible to participate and give greater weight to design quality as an evaluation criterion. Photo by Hubert Kang The wider applicability of competition systems as a positive mechanism for securing better public architecture has also started to receive broader discussion. In my hometown of Ottawa, this system has been used to procure several powerful monuments and, more recently, to select a design for the redevelopment of a key city block across from Parliament Hill. The volume and quality of entries, including from internationally renowned architectural practices, attests to the strengths of the open competition format. Render of the winning entry for the Block 2 Redevelopment in Ottawa. This 2-stage competition was overseen directly by the RAIC. Design and render by Zeidler Architecture Inc. in cooperation with David Chipperfield Architects. Despite these successes, there is significant room for improvement. A key barrier to wider adoption of competition practices according to the RAIC is “…that potential sponsors are not familiar with competitions or may consider the competition process to be complicated, expensive, and time consuming.” This is understandable for private actors, but an unsatisfactory answer in the case of public, tax-payer funded projects. Finland’s success has come through the normalization of competitions for public project procurement. We should endeavour to do the same. Maintaining design contribution anonymity prior to jury decision has thus far been the exception, not the norm in Canada. This reduces the credibility of the jury without improving the result. Additionally, the financing of such competitions has been piece-meal and inconsistent. For example, several world-class schools have been realized in Quebec as the result of competitions funded by a provincial investment.  With the depletion of that fund, it is no longer clear if any further schools will be commissioned in Quebec under a similar model. While high quality documentation has been produced, there is a risk that developed expertise will be lost if the team of professionals responsible for overseeing the process is not retained. École du Zénith in Shefford, Quebec, designed by Pelletier de Fontenay + Leclerc Architectes is one of six elegant and functional schools commission by the province through an anonymous competition process. Photo by James Brittain A path forward Now more than ever, it is essential that our public projects instill in us a sense of pride and reflect our uniquely Canadian values. This will continue to be a rare occurrence until more ambitious measures are taken to ensure the consistent realization of beautiful, innovative and functional public spaces that connect us with one another. In service of this objective, Canada should incentivize architectural competitions by normalizing their use for major public projects such as national museums, libraries and cultural centres. A dedicated Competitions Fund could be established to support provinces, territories and cities who demonstrate initiative in the pursuit of more ambitious, inspiring and equitable public projects. A National Competitions Expert could be appointed to ensure retention and dissemination of expertise. Maintaining the anonymity of competition entrants should be established as the norm. At a moment when talk of removing inter-provincial trade barriers has re-entered public discourse, why not consider striking down red tape that prevents out-of-province firms from participating in architectural competitions? Alas, one can dream. Competitions are no silver bullet. However, recent trials within our borders should give us confidence that architectural competitions are a relatively low-risk, high-reward proposition. To this end, Finland’s open, anonymous competition system offers a compelling case study from which we would be well served to take inspiration. Isaac Edmonds is a Canadian working for OOPEAA – Office for Peripheral Architecture in Helsinki, Finland. My observations of the Finnish competition system’s ability to consistently produce functional, beautiful buildings inform my interest in procurement methods that elevate the quality of our shared public realm. The post Op-Ed: Could Canada benefit from adopting Finland’s architectural competition system? appeared first on Canadian Architect.

Larry Fabbroni is an architect, strategic advisor, and Chief Innovation Officer for Practice of Architecture. Throughout his career, he has led efforts to reform studio culture and innovate practice. He earned his MBA from the University of Chicago’s Booth School of Business. In 2017, as leaders in the AIA’s Young Architects Forum (YAF), we led the launch of the Practice Innovation Lab (PIL) and hosted a symposium that imagined new architectural practice models. At that time, we already felt that practice innovation was overdue in a profession that has not seen scaled disruption to its business model in over a century. Today, we are confident that there has never been a more critical time for the profession to embrace innovation. Redefining Innovation Henley Hall: Institute for Energy Efficiency by KieranTimberlake, Santa Barbara, California | KieranTimberlake’s research expertise creates value beyond a baseline labor model.  Currently, artificial intelligence dominates strategy conversations, but just as we saw back in 2017, larger patterns prompt calls for innovation. Talent attraction is increasingly challenging, disruptive technology continues to emerge, and actors from outside our industry show growing interest in the space. While incremental innovation has long been a part of the profession, relatively few firms have adopted new practices that create value beyond a baseline labor model. Firms such as KieranTimberlake have shown that research expertise can do this. MASS Design has pioneered a mission-driven approach. BIG has taken on the role of architect-as-developer. Snøhetta houses a product design division. We could continue to list great firms that have pushed the boundaries of practice, but they represent exceptions that have yet to be recognized as new standards. Indeed, the confluence of those factors that led to the original PIL continues to make the case that the time for scaled innovation is now. A Melting Iceberg: Incremental Changes Depleting the Profession Powerhouse Telemark by Snøhetta, Vestfold og Telemark, Norway | Photo by Ivar Kvaal | Snøhetta houses a product design division, innovatively presenting a alternative business model for firms.  One of the dangers of operating in a slow-moving industry is that change is difficult to detect and even more challenging to comprehend. If an iceberg loses 1% of mass per year, it’s tough to take notice, but the end result is catastrophic. This is what is happening to our profession. For newcomers, if it feels like there are increasingly more attractive opportunities elsewhere, that’s because there are. For seasoned professionals, if it feels like it’s become more challenging to maintain the same levels of prosperity, that’s because it has. Less(er) Talent In some ways, the shift towards companies recognizing “talent” as their most excellent resource has bewildered architects: we have always relied on talent. However, the patterns of talent leaving our profession are concerning. We say “feel” because there is no significant data. We spoke to Kendall A. Nicholson, Senior Director of Research at the Association of Collegiate Schools of Architecture (ACSA), who confirmed that aggregated data on graduate placement does not exist. So we inquired about what placement looks like at several programs around the country. Omar Khan, Head of the Carnegie Mellon University School of Architecture, informed us that approximately 90% of students pursue a minor to expand their horizons, and that in 2022, nearly one in three graduates entered the tech sector. Khan stated that these opportunities aren’t just student-driven — large innovative companies increasingly seek the value that graduates of architecture schools will provide. This increasing difficulty in capturing the talent that architecture schools are producing results in a shrinking and diluted talent pool. For a profession so reliant on human resources, this presents extreme risk. Pay Gaps In an increasingly expensive world, we are not able to compete for the best talent with emerging industries. It’s easy to understand why a popular career pivot for architects has become UX design. Designing user experience for websites pays significantly better than designing the same for the built environment. According to Glassdoor, 2023 entry-level UX designers earned an average of $78K, while the AIA salary calculator suggests architecture grads can expect to earn an average of $59 K. The talent we do attract into the profession often loses interest when they experience low pay and long hours, all while most firms lack clear paths and criteria for advancement or compensation increases. A Smaller Piece of the Pie Examining data in isolation, one might conclude that the profession continues to grow; the number of architects has increased substantially over the last century, and this trend has persisted in recent years. The problem with this growth is that the estimated share of the US GDP for Architectural Services has shrunk over time. This is not a manageable number to measure before 1999, when NCARB first aggregated local jurisdictional data. Due to limitations in industry economic data, we’re only showing data since 2011 for the purposes of this article. In that time, the number of architects has grown, the market size for services has grown, but the share those services represent as a portion of the US GDP has declined — by 15% if we use US Census data to almost 30% if we use industry research data (we used IbisWorld.com, however we found data that suggested a worse and others that offered a slightly better picture). To put it another way, architecture is a stagnant industry with a shrinking share of the economy. It’s challenging to examine this data and emerge feeling confident about the profession, but there is a silver lining. The biggest impediment to innovation for architects is not a lack of talent, but rather the business model. Design thinking has been widely adopted throughout the world as a key component of innovation processes; however, the problem is that we operate in the realm of professional services, which inherently is not well-suited to promoting innovation. Reliance on that formula is causing our iceberg to melt. The Tsunami: The AI Tidal Wave is Here The Rwanda Institute for Conservation Agriculture by MASS Design Group, Rwanda | MASS Design has pioneered a mission-driven approach that creates value beyond a baseline labor model.  As we confront the exodus of talent, it is easy for both firm owners and clients to imagine AI bringing efficiencies and replacing “CAD-monkeys” with machines. However, any firm that wants to operate — and win — as anything more than a low-cost provider will need a strategy to increase value, not just cut costs. AI is merely part of the toolbox required to confront a perfect storm of forces. Jobs will Disappear Goldman Sachs predicts that as much as 37% of our industry tasks will be replaced by AI. Many see this as a pathway to lower costs and increased profits. However, that is short-sighted. Markets will adjust quickly and demand lower costs for services; additional new value will need to be articulated and proven, and this will only happen through innovation. New Jobs will Emerge (but fewer of them) AI prophets often emphasize that technological innovation has historically led to net employment gains. Previous World Economic Forum estimates predicted losses of up to 85 million existing jobs worldwide, with parallel gains of as many as 97 million new jobs. However, these estimates were revised in the WEF 2023 Economic Outlook, which now anticipates a net loss of 14 million jobs. This stark outlook signals an even greater need for architects to become more innovative. The 2024 RIBA AI Report indicates that 41% of architecture firms were already utilizing AI, though current tools are indeed just the beginning. Marketing, business development and content creation will be standard areas of AI deployment moving forward. Still, revolutionary changes will come in how we learn, not only to use new tools, but also to collaborate with digital agents. How will this happen? We can theorize, but it is not possible to know for sure until it arrives, so we need to have a plan before we can see the tidal wave from land. The Alien Invasion: Outsiders Are Entering Our Orbit VIA 57 West by BIG – Bjarke Ingels Group, New York City, New York | BIG has pioneered a new model for practice by taking on the role of architect-as-developer. For years, we’ve heard cries that “architects gave away the role of master builder.” But how much did architects actually give, and how much was taken by innovative competition? This distinction is critical because the wagons are circling, and the AEC space has become ever more attractive to investors. Venture Capital and Private Equity Investment The numbers are often difficult to parse because architecture can impact so many verticals and does not operate as its own sector in the investment realm; however, the trends suggest a groundswell is underway. A 2023 McKinsey report shows that construction tech deals nearly doubled from 2019 to 2022, growing by 85%. At the same period, the number of deals increased by 30%, indicating that interest continues to grow. An increasing size of deals also suggests a maturity of the market. As interest in infrastructure investments has declined from its high in 2020, and along with real estate, has been blunted by high interest rates, institutional investors continue to see opportunities in the AEC space. Firm Acquisitions AEC firms that deliver predictable returns have proven to be attractive targets for PE firms. In the second quarter of 2024, private equity firms accounted for over one-third of AEC firm mergers and acquisitions. For M&A deals, the industry has seen an increase in attractiveness with expanded infrastructure spending as a catalyst. However, this interest can also be tied to the lack of innovation that has resulted in an industry ripe for consolidation. M&A orchestrators generate large amounts of profit by streamlining operations, eliminating redundancies, and then stamping out competition. An entire community has been built around this, with AEC Advisors hosting an annual “Private Equity Summit” that brings together CEOs of AEC firms with PE investors. Startups As an extension of the growing interest from venture capital in the space, there is an upward trend in the AEC space being targeted for disruption by entrepreneurs who see an industry that represents a significant portion of the global GDP. AEC Works, a project of e-verse that catalogs AEC startups and investors, lists nearly 800 startups from around the world, with almost 200 identified as “architecture-focused.” The signal is clear: startups are looking to figure out how to do what you do cheaper, better, or perhaps both. Combining this environment with depleted talent pools, a declining share of GDP, and revolutionary technology, it is a correct response to be alarmed. Significant change is inevitable. It is time for architects to see the same opportunities that investors and entrepreneurs see, and learn to navigate within these spaces. The Great Opportunity Throughout history, new actors have enjoyed a “leap-frog” effect and been able to surpass established incumbents to reshape industries, markets and economies. From climate change to pandemic ripple effects, to the housing crisis, to generational shifts in the workforce, there are many forces that directly impact the work of architects and call for innovation. The need for new ways of designing and delivering different components of the built environment is ever-present and will be solved by teams that either include — and might be led by — architects, or those that do not. Most end users will only care if the resulting product is superior. This time of tension is indeed a time of great opportunity. Architects who embrace innovation in pursuing new iterations of our dated business models may actually achieve what many of us have dreamed of from the start: to leave a positive mark on the world. We think the future of the profession depends on it. Top image: Powerhouse Telemark by Snøhetta, Vestfold og Telemark, Norway The post Architects, Your Real Competition Isn’t AI — It’s Business Complacency appeared first on Journal.