Now in its third year, Australian Design Review’s 30UNDER30 program has established itself as the leading mentorship and career development program in the architecture and design industry. The unique program brings together game changers, industry leaders, practice founders, product manufacturers, suppliers and sponsors to celebrate and empower the young interior and product designers of the future.

In the dynamic realm of interior design, Principal Sally Campbell contributes as part of BVN’s global creative collective, working with the practice to create spaces that leave a lasting, positive impact. With 17 years of experience, she brings her expertise to many projects, from expansive commercial developments to intimate boutique settings, spanning hospitality, retail, residential, and healthcare industries.

Underpinning her work is a strong alignment with BVN’s core tenets, which reflect a commitment to sustainability and social responsibility. In a recent interview with ADR, Campbell shares her insights on the future of design, the role of mentorship and the transformative power of collective creativity.

Australian Design Review: Can you share with us the driving philosophy or core values behind your studio that make it stand out in the industry?

Sally Campbell: We’ve long held the philosophy of collective creativity to design a better future. While our vision may alter slightly as the world changes and our work progresses, this is the one thing that stays true. It acknowledges that we can’t operate alone – not as individuals or as a practice. We need to join forces with experts, partners and consultants as the built environment becomes more challenging and the big problems become more complex. There is a unified understanding across the practice that the collective is stronger than the individual and this influences how we go about everything we do. 

In addition to that… it sounds cliché but truly it’s our culture. People say they joined BVN for our culture 20 years ago, and we hear the same thing from people who’ve joined us recently. It’s a hard thing to articulate, and we don’t really believe in trying to explain it, we just let it evolve and speak for itself. Everyone talks about it slightly differently, but it’s really about the things that make us BVN that you can’t see, you just feel.

ADR: Do you have staff aged 30 and under? What do young designers bring to your practice?

SC: We do. They range from architects and interior designers to our people team and amazing support roles. This cohort pushes us and helps us do things a little differently. They’re great at holding us to account for being stuck in our ways. This year, for example, we discovered through our experience assessments that we mistakenly assumed the younger team members preferred a digital-first approach. They often prefer to spread out, draw and collaborate in person, away from their desks. We’ve always done this of course, but perhaps not enough during and post-pandemic, so that’s something honest that we’re actioning. Working with young designers makes me feel optimistic about our future and motivates me to keep going.

ADR: How do you envision the next generation will shape your industry, and how does your firm contribute to their development? 

SC: They quite literally are the future. They are our next leaders. I think there are great skills to be learnt from both small and large practices, but they are possibly a little different at each. Recognising our role as a large practice, we’re big on development at BVN and have a people and character team who constantly champion ways we can better support people throughout their entire careers, not just at the start. Things like our mentoring program, implemented across all BVN studios to ensure everyone has the opportunity for personal and professional development, especially early-career professionals, add value to the development of the next generation of architects.

We also run an ‘Own it’ programme – empowering employees to discuss and pursue career aspirations proactively.

ADR: Collaboration often plays a vital role in successful design projects. How does your practice approach collaboration, both internally among team members and externally with clients and stakeholders?

SC: I agree. I’d say collaboration possibly plays the most vital role in project success. Every project is a collaboration of some sort. Recently we partnered with two other architecture practices, and during the initial phase of the project, the project teams on all sides spent a lot of time together getting to know each other, understanding what makes each of us tick and aligning values. It felt a bit unusual at the time, but it put us all in good stead for the rest of the project when it threw curveballs at us, as projects do. These are supportive industry partnerships we will have for a long time.

We talk about and appreciate ‘connection’ as much as we do collaboration. Sometimes I feel we talk about collaboration when we really mean feeling connected to one another—to the mission, the organisation, and so on. We humanise everyone.

ADR: The interior and product design landscape is constantly evolving. How do you think young interior designers and product designers will need to develop their skill sets to meet the demands of the future practice?

SC: Two big ones would be developing knowledge in sustainability and skills in digitisation. Often this cohort already has a broader understanding and value set aligned with these topics. There is potency in developing knowledge and skills further to rise to the challenge of environmental impact and the circular economy and help to lead by example to spur the rise in productivity our industry requires.

To do this effectively, I’d suggest young designers think about the future they want and align themselves with people and organisations that share their values.

This generation understands the need for balance and clear prioritisation to meet their goals but also needs encouragement to stray from the well-trodden path and embrace the opportunities that an incredibly diverse profession offers them.  I’d encourage designers to be open to all parts of design. Don’t feel you need to stay in a lane, particularly in the context of interior and product design within the architecture and construction industry.

Creativity is our currency and is truly about solving big problems. Stay curious and think about how the world fits together. Recognise that the most successful design outcomes are often those that solve the true ‘problem’ (or opportunity).

ADR: Why did you come on board as a practice partner of Australian Design Review’s 30UNDER30 Interior and Product Design stream for 2024/25?

SC: It’s an investment in the future. We believe in fresh perspectives and thinking, and we want to bridge cultural and generational gaps in the industry. Our work needs to continue to evolve, and it’s important that we keep our eye on the ball and create pathways for our future leaders to design a better future.

Personally, I’ve had two great mentors in my career and have felt the power of being in the slipstream of great mentorship. Now it’s our turn to pay it forward.  

ADR: What would you say to those designers who are a little dubious about entering the program? Why should they enter 30UNDER30?

SC: Go for it!  If you are unsure, come chat with some BVN 30UNDER30 alumni. Their testaments are reason enough!

Australian Design Review’s 30UNDER30 Interior and Product Designers stream is brought to you by major sponsor Neolith, alongside gold partners Interface, Miele and Tongue & Groove. The program is supported by practice partners Arent&Pyke, BVN, Billard Leece Partnership, Cera Stribley, COX Architecture, GroupGSA, Hassell, HDR, Richards Stanisich, Rothelowman, SJB and Williams Burton Leopardi.