GT3 Architects director Simon Dunstan talks dedication, drive, dealing with adversity and developing a 'people culture'

Speaking to GT3 Architects director Simon Dunstan, it is clear that he has always been motivated to succeed.

North East native Simon, who grew up in the Derwent Valley, attributes his educational success to pure determination and competitive spirit.

“I wasn’t academically gifted but worked hard, spurred on by a competitive group of fellow students who remain amongst my very best friends some 30 years later.” Simon explained. “Being one of three brothers at the same school simply added to the desire to do well!”

After going on to study at Newcastle University and Oxford Brookes University, Simon spent a decade in London learning the ropes in architecture: “It wasn’t easy getting work as a graduate architect just after the recession of the early 1990s, but I was lucky to get a job with an established London practice called RHWL based in the West End.

“To be honest, it turned out to be the most enjoyable eight years of my personal and professional life.

“Not only did I have an inspirational boss who believed that anything was possible, but it was also a business that embraced the ‘work hard, play hard’ mentality - I have such happy memories of drinking and eating with a fabulous group of people who took pity on their ‘token Northerner’!”

At the firm, Simon cut his teeth on projects such as the early masterplan for Battersea Power Station, the city’s first one million sq ft office building and the national football stadium for the Football Association of Ireland.

“It was hard, relentless but exciting and I learned so much about the importance of culture, teamwork and impeccable personal service.”

Simon returned to his home region with wife Aimi and first child, attracted by “the draw of the Northumberland coast”. Working at Ryder Architecture for four years, Simon set up his own practice in 2008 - shortly before being thrown into the less-than-opportune economic landscape of the global crash.

Simon reflected: “Fortunately, a recession can be a period of opportunity and we managed to win some significant projects in the early days which quickly established our reputation whilst providing the sort of long-term revenue that allows you to plan for the future with a degree of confidence.”

His current firm, GT3 Architects, was formed in 2016 through the merger of +3 Architecture in Newcastle and GT Architects in Nottingham: “Architecture is a polarised profession with the majority of architects working in small practices on local projects and comparatively few larger practices working nationally and internationally.

“Our shared vision was to compete for the best projects for the best clients across the UK and the merger was a key part of scaling-up to deliver that ambition.”

Right from the beginning, Simon focused on fostering a growth culture within the business: “I am acutely aware of the responsibilities that we carry as an employer and how important our culture is to the success of the business.

“I make sure that we recruit on the basis of chemistry over capability - on the basis that you can teach people skills but you can’t teach them attitude - and place enormous emphasis on ensuring that every member of staff has an opportunity to learn, grow and succeed.”

This is echoed by the firm’s commitment to upskilling its workforce with its People Academy. Speaking to Simon, it was clear that he is people-centric in his leadership approach.

He explained: “Building a business for me was never about numbers but more about people and I take great pride in employing young people with talent and a positive attitude, providing them with a nurturing environment and watching them grow and thrive.

“I have always maintained that my job is to make myself redundant by recruiting people with more talent and ability than me and I think I’m doing a pretty good job on that front! Put simply, our people define our culture and our culture defines our USP.”

For Simon, there has been no bigger test of the strength of his firm’s culture than the ongoing COVID-19 crisis that has hit the globe: “Perhaps our biggest achievement during lockdown, has been the way we have come together as an organisation and as a team.

Simon stressed that it was in fact the culture of the business that held it together: “Our continued investment in our people and our culture, and the trust and respect we share with one another, has enabled us to look after our clients and projects but also to look after ourselves and each other.

“People have reacted in different ways (and at different times) to the lockdown and I have been humbled by the way in which individual staff have reached out to one another, providing much-needed professional but also pastoral support and regularly checking in on the wellbeing of those most in need.”

In true business leader style, Simon well and truly has his eyes on the big picture for the future. He explained: “On the project front, it’s equally exciting as we have recently won our first two, major overseas projects.

“The first is the £25m, Cayman Islands Aquatic Centre in Georgetown, Grand Cayman which includes a sheltered, outdoor 50m competition pool and teaching pool plus gym and other supporting leisure uses (as you can imagine we have had no shortage of staff offering to visit the site!).”

“The second project is a $15bn, negative-carbon masterplan on a 5,500 hectare site just north of Durban in South Africa.

“Working as part of an international consortium and called African Ark, the project has been designed to alleviate poverty and provide much-needed housing and employment to local communities as part of a visionary, mixed-use masterplan on a former sugar-cane plantation along a 17km stretch of waterfront.”

The new contracts as well as the company’s continued growth during a time of uncertainty show that Simon’s motivation is in full flow as ever: “I’m a great believer in thinking big and and visualising your success as it’s a powerful motivational force to make it happen.”

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