Perspectives March 16, 2026

Leading Differently in the Southeast

A conversation with Managing Directors Kim Rousseau, Laura Gwyn, and Rosa-Maria Colina on the values that guide them, the journeys that brought them here, and the future of design.

When more women are empowered to lead, everyone benefits. Across the profession, women are leading with tenacity, bringing diverse viewpoints to creative problem-solving, building inclusive teams, and elevating the quality and impact of design. While equal representation at the highest levels remains a work in progress, change is happening.

Our Southeast region is now led entirely by women Managing Directors. Charged with guiding people, projects, and business strategy, Kim Rousseau, Laura Gwyn, and Rosa-Maria Colina ensure their studios thrive creatively, culturally, and financially.

They are three leaders among many, many others, who inspire us. Here’s what they have to say about what it means to lead as women in design.

Smiling woman in a white blouse outdoors with greenery in the background.

Kim Rousseau

Managing Director, Atlanta

Kim Rousseau

How did you arrive at the role of Managing Director, and how has your leadership approach evolved over time?

My career in workplace design exposed me to many different businesses, and I gained an appreciation for how they were structured, how they operated, and how they built culture. When I became an Interior Design Director, I realized I wanted to focus more on the business itself, not just projects and clients. I then had the opportunity to step into the role of Managing Director and lead a diverse, multidisciplinary studio.

As a project manager, I operated within a very controlled set of parameters, the kind we’re educated for in school, so my leadership style was more textbook. Over time, I’ve leaned more into soft skills and emotional intelligence, choosing to lead by influence rather than by position or prescription. Setting a common vision, building buy-in, using feedback loops for continuous improvement, and holding ourselves accountable are all grounded in our shared humanity.

In what ways do you actively shape teams, studio culture, and outcomes?

These are core aspects of the Managing Director role. Fundamentally, I’m here to remove obstacles and make it easier for people to do their jobs and find fulfillment in their work.

I’ve long been intrigued by team dynamics, especially since my work with Google, which conducted extensive studies on high-performing teams. Their findings resonate with Maslow’s Hierarchy of Needs, another framework I value. We must first satisfy foundational needs, such as security and nourishment, before we can move toward higher levels of belonging and achievement. By defining, as a studio, what matters most to our people, our business, our clients, and our community, we establish a clear North Star. And it’s working. Just the other day, someone asked whether what we’re doing truly aligns with who we say we are. That kind of self-reflection signals a culture of accountability, which is huge.

What advice would you offer the next generation of women leaders?

These are the things I have learned along the way: Know yourself. Take risks and be comfortable with the uncertainty, but have a plan. Go for gold. Don’t worry about the obstacles, but be aware of them. Work smart and give it all you have. Know it’s okay to be different. Care for others. Be curious. Seek beauty. Mentors and sponsors are important. Enjoy life and celebrate.

Group selfie at a professional event featuring smiling attendees in a bright venue.

Kim with Operations Director Victoria Walsh and Atlanta Mayor Andre Dickens at the Atlanta Design Roundtable event, hosted by the Atlanta studio

Woman smiling on a yellow geometric wall with circular designs in a modern interior.

Kim taking a break from managing the team on site at Atlanta’s Confidential Technology Client’s project

By defining, as a studio, what matters most to our people, our business, our clients, and our community, we establish a clear North Star. And it’s working. Just the other day, someone asked whether what we’re doing truly aligns with who we say we are. That kind of self-reflection signals a culture of accountability, which is huge.

Kim Rousseau

Professional woman smiling in an office setting, wearing a gray blazer and glasses.

Laura Gwyn

Managing Director, North Carolina

Laura Gwyn

What key lessons did you learn along the way, and how has your confidence or perspective shifted?

I learn something new every day, and in design and architecture, a growth mindset—a sense that there’s always more to learn—has become the compass for how I lead. I’ve learned to trust myself to figure things out and to ask others for help to balance perspectives. From being the eldest sibling or the only girl on a team, to being the only woman at the table and the youngest in the room, those experiences have sculpted me. They’ve guided me to build momentum and lift others as I move. For me, it’s always about the team.

My athletics background taught me essential leadership lessons: a competitive edge balanced by humility, the understanding that winning isn’t everything, and the truth that how you play—the strategy, the discipline, the collaboration—matters just as much as the score. This blend of continuous learning, purposeful leadership, and a willingness to grow keeps me focused on creating opportunities for people to excel.

How do you balance people, projects, and business priorities?

For me, it’s about integration. The more people and projects support business priorities, the more balanced and dynamic the outcome becomes. I approach each day with a people-first mentality. If you get the people right, the other pieces tend to fall into place. I know everyone by name in our studios, and I can tell you something about what makes them tick. That’s the way I want to be regarded as a leader and a colleague.

How do you create pathways or open doors for others within the firm?

I create pathways for others by building relationships, stepping aside to allow others to lead, and tapping people on the shoulder when I recognize a door is ready to open—or that they’re ready to cross a threshold into a new area of leadership. Sometimes you ring their doorbell, sometimes they come knocking. It comes from both directions.

Two smiling professionals in hard hats pose together outdoors, showcasing teamwork and leadership.

Laura with Chief Sustainability Officer Jason McLennan at the Henrico County Public Schools, Living Building Center groundbreaking

Three professionals collaborate on architectural designs at a table with models and plans.

Laura collaborating with the team while working on a model in the Durham studio

I learn something new every day, and in design and architecture, a growth mindset—a sense that there’s always more to learn—has become the compass for how I lead.

Laura Gwyn

Confident professional woman with short hair, posed in a modern office setting.

Rosa-Maria Colina

Managing Director, Miami

Rosa-Maria Colina

Were there pivotal career moments or turning points that shaped your path?

Several major turning points shaped my trajectory. One was shifting from pure architecture practice to client-side roles at Related Companies, and later to the operations side at Four Seasons. Leading projects as an owner/operator taught me the business realities behind design decisions and the importance of aligning vision with execution and financial performance. Another defining moment was returning to architecture in a leadership role at Perkins&Will. I realized how my diverse experiences—across design, development, and operations—could inform and strengthen the studio within a forward-looking firm.

What does the Managing Director role look like in practice, day to day?

No two days are alike, which is what I love most about my role and Miami’s energy. Mornings often begin with strategy meetings alongside our leadership team, including the Operations Director, Design Director, and others, where we focus on business development, project pipelines, and resource planning. I also work directly with potential clients and prospects, drawing on my background to connect design solutions to their broader business goals. Afternoons might include design reviews, mentoring emerging leaders, or addressing operational priorities. Evenings are often spent networking or reflecting on our studio’s growth and momentum.

What core values or principles guide your leadership decisions?

Decisiveness paired with nurturing, empathy, and accountability, along with innovation grounded in real-world impact. I believe in leading with integrity, prioritizing people, and ensuring that design serves larger goals such as equity, sustainability, and community. I consistently ask myself: Does this empower our team? Does it add value for our clients? Does it advance our shared purpose?

Panel discussion with three speakers, one man smiling and two others engaged in conversation.

Rosa-Maria speaking on a panel with Dornbracht

Female architect sketching a design plan surrounded by project visuals in an office.

Rosa-Maria sketching a site plan

Leading projects as an owner/operator taught me the business realities behind design decisions and the importance of aligning vision with execution and financial performance.

Rosa-Maria Colina

Leading Differently in the Southeast

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