Compensation for architects and interior designers is significantly below market, especially for New York City. With inflation and the cost of living continuing to skyrocket, the salaries offered are simply not sustainable. Raises do not keep pace with reality, and the expectation seems to be that employees absorb the financial burden.
Benefits are minimal and outdated. There is little to no mentorship, licensure support, or structured professional development. The firm lacks senior architectural and interior design leadership, leaving junior and mid-level staff without technical guidance, design direction, or advocacy.
Leadership instability is a major red flag. The company has gone through multiple CEO changes within a six-year span, and each transition brings shifting priorities, rebranding efforts, and empty promises—without addressing core issues like retention, compensation, or culture. This constant churn at the top creates confusion, low morale, and a lack of confidence in any long-term vision.
Rigid in-office expectations persist despite clear evidence that flexible schedules improve productivity and retention. This lack of trust in employees only accelerates burnout and turnover.
Turnover overall is high and ongoing. Senior architects and designers regularly resign, often taking their teams with them. Institutional knowledge walks out the door, projects suffer, and remaining staff are left understaffed and overworked. Remaining leadership lack industry knowledge of what’s new and exciting. Unwillingness to provide direction, goals, or a positive team environment. Stuck in their ways.
This is not an environment for architects or interior designers seeking mentorship, stability, or sustainable career growth. The firm relies heavily on junior talent while failing to invest in the leadership and compensation required to retain them.
