What resilient AEC leadership looks like

Leading through turbulent times requires a clear vision, effective processes and strong leadership. How else will you succeed in the face of labor shortages, heavy demand for better affordability and rapidly advancing technology? We checked in with Gabriela Shelburne, AIA, NOMA, principal at Studio G Architects, to see how she's applying these principles to guide her firm forward. 

—Interview by Margot Lester, edited by Bianca Prieto

What’s keeping you hopeful right now? 

We are encouraged by the strong community support surrounding affordable housing, sustainability and resiliency. At Studio G Architects, that momentum is reflected in several exciting projects slated for 2026, [including] affordable housing projects like the Residences at Lawrence Hill on Cape Cod in Wellfleet and E+ Highland in Roxbury’s Highland Park, a historic neighborhood in Boston.  

We place a strong emphasis on collaboration with the community—an approach we expect to continue shaping the future of design. E+ Highland brought residents and the design team together to create a sustainable, community-centered vision for affordable housing. By guiding this inclusive process, we strengthened trust, elevated neighborhood priorities and advanced a more equitable model for development. The project will also mark our first energy-positive development, underscoring our ongoing commitment to socially impactful, sustainable design. 

We’re also eagerly anticipating the opening of Franklin Cummings Tech, a new Roxbury-based school designed as a teaching tool in itself, thoughtfully blending future-ready technology with time-honored tradition. 

Speaking of technology, how does your firm deploy AI? 

We currently use AI in select areas. One of our key goals for 2026 is to establish a clear AI policy while identifying the right productivity and design tools. While AI presents unique challenges, particularly given its resource-intensive nature, we are committed to a thoughtful, values-driven approach to its adoption. Staying current with rapid developments in this space is essential, as is ensuring these tools create meaningful opportunities for our team while protecting design integrity and quality. 

What are your most pressing concerns?

Like many organizations, we have been closely monitoring the possibility of a recession since 2020 and remain deliberate in how we approach business decisions, particularly when it comes to growth and expanding into new markets. We have chosen to navigate this through a diversified approach, broadening our client base and project types while maintaining a healthy mix of projects at varying stages of development. 

The 2008 recession created a gap in mid- to senior-level experience across the architecture and design fields, a challenge the industry continues to navigate today. We partner with recruitment consultants who deeply understand the profession, allowing us to identify candidates who are not only highly qualified but also the right cultural fit for our team. We are committed to fostering an environment that is not only professionally rewarding but personally fulfilling as well—one that truly builds a sense of community.

What are your leadership guide stars? 

We had the unique opportunity to go through a rebranding in 2025, which allowed us to reaffirm our mission and ensure we are aligned on our vision for the future as we move forward. Staying grounded in our mission and values is essential to navigating whatever comes our way and growing in a thoughtful, intentional manner. We are very committed to putting people at the center of everything we do. 

Hear from another woman in AEC, Kim Vierheilig.

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The Level is curated and written by Margot Lester and edited by Bianca Prieto.