Oct 21, 2026 · 32 min · 10 segments
**Megan Radebaugh is a Studio Director at the Gensler's New York office. She completed a Bachelor of Science in Architecture at Catholic University and her graduate studies in architecture at…
I think that was definitely a point that was transmitted to us as the interns is like we really got to understand what some of those driving values are that are within the company.
And part of the role of being a studio director is also to keep growing as a studio and getting new projects, executing the current ones.
what has been your role or mindset about focusing on the present of the studio, but also the future? Because there's always so much happening right now in this current state that it's hard to also think about, you know, projecting what's going to happen next and where the studio is going to go.
And I was like, oh goodness, we got to, let's see what we're doing in March.
And I, and that's what I think is also so important about the, the studio framework at Gensler, you know, working with, you know, principals, you know, in my studio, Brooks and Amanda and And then our design managers, you know, we all have our like, you know, individual role and then kind of for the collective whole.
I mean, a lot of my day is spent, you know, thinking about, you know, the present, you know, like what's going on with our deadlines.
So it's like that choreography as well as making sure, you know, we have the, we're building the right leaders in the studio to be in the market.
And, and then, you know, that helps obviously with, you know, their presence and the firm's presence and, and then, you know, our presence in, in, in RFPs and getting new opportunities.
If you focus so much on one thing and then not the other, then it goes out of whack because if you're not, you know, living up to the expectations of the current projects, well, that's not going to work.
And then you're not going to want to, you know, then no one's happy and you're not going to get the next job.
And then if you're also not thinking about, you know, what's out there and helping to connect the dots because you're too focused on one thing.
I kind of like to think it of like the air traffic controller, you know, making sure things are all in flight, but it's very much a team.
And I'm very grateful for that because, you know, you need to have multiple people helping you think at different scales.
I think that was definitely a point that was transmitted to us as the interns is like we really got to understand what some of those driving values are that are within the company.
And part of the role of being a studio director is also to keep growing as a studio and getting new projects, executing the current ones.
what has been your role or mindset about focusing on the present of the studio, but also the future? Because there's always so much happening right now in this current state that it's hard to also think about, you know, projecting what's going to happen next and where the studio is going to go.
And I was like, oh goodness, we got to, let's see what we're doing in March.
And I, and that's what I think is also so important about the, the studio framework at Gensler, you know, working with, you know, principals, you know, in my studio, Brooks and Amanda and And then our design managers, you know, we all have our like, you know, individual role and then kind of for the collective whole.
I mean, a lot of my day is spent, you know, thinking about, you know, the present, you know, like what's going on with our deadlines.
So it's like that choreography as well as making sure, you know, we have the, we're building the right leaders in the studio to be in the market.
And, and then, you know, that helps obviously with, you know, their presence and the firm's presence and, and then, you know, our presence in, in, in RFPs and getting new opportunities.
If you focus so much on one thing and then not the other, then it goes out of whack because if you're not, you know, living up to the expectations of the current projects, well, that's not going to work.
And then you're not going to want to, you know, then no one's happy and you're not going to get the next job.
And then if you're also not thinking about, you know, what's out there and helping to connect the dots because you're too focused on one thing.
I kind of like to think it of like the air traffic controller, you know, making sure things are all in flight, but it's very much a team.
And I'm very grateful for that because, you know, you need to have multiple people helping you think at different scales.
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