Transforming Informality into Opportunities

LP: In Mexico, unlike in other contexts where everything is done in an orderly and regulated manner, we are accustomed to chaos. It is this chaos that allows us to experiment and do things outside a rigid norm. For example, to construct a chair, we might use a construction block or a sidewalk: if you think about it, both serve the purpose of sitting. This spontaneous, experimental, and creative way of doing things, using common sense, has allowed us to free ourselves from certain norms and accomplish more without feeling so tied to formal codes. This informality is also reflected in construction. It allows someone without a university degree to build or practice professionally. Although this might have some negative connotations, it undeniably opens opportunities for new emerging practices, firms, or even architecture students who may already be building something.

JL: In architecture, unlike other disciplines, an architect only needs a client who believes in them to start building. This has created many opportunities in the construction sector, especially in Yucatán. Here, we have always built with what we have at hand. A client once told us that 10 years ago, all houses were built in the same way because the material store only had three types of flooring. There was no imported marble or access to other materials: we all had access to the same things regardless of economic level. Although nowadays we have access to more information, construction techniques, or imported materials, we still use the same: whether out of habit, resistance, or simply because the client prefers it. This way of building with what we have at hand has created a valuable identity representative of our culture.

Yucatecan Identity

LP: Not long ago, the fifteenth Bienal de Arquitectura Yucateca was celebrated. The winner of the gold medal was architect Augusto Quijano, who has been a mentor and sponsor for our generation. It is interesting to mention that in the first biennial, held 30 years ago, the jury declared the award vacant because they considered the projects lacked identity. The criticism at that time was that the architecture being done in Yucatán could have been done anywhere else: in Mexico City, Guadalajara, Monterrey... Fifteen editions later, Augusto Quijano wins with a very interesting project: an intervention in one of the buildings he designed a few years ago for a local university. The extension, intended for the School of Architecture and Design, features a facade that responds to the climatic conditions of Mérida, where the heat can be very extreme, especially from the west. Quijano designed a facade that protects from the sun, providing good ventilation and lighting. For me, this is a clear example of identity in Yucatecan architecture. It is not just about materials or trendy elements like chukum or the use of stone, although they also play an important role. Rather, I think it is about understanding the place, the lighting, the ventilation: it is about understanding where we are. The climate deeply influences the definition of spaces. A representative example of this concept is the Maya House, which perfectly understands its relationship with natural elements such as wind, sun, and the way we live. This way of understanding the aggressive climate that characterises Yucatán translates into architecture that responds to the context. Although today Yucatecan architecture is associated with pasta flooring, stone, or chukum, all of this will go out of fashion. True identity speaks more about the uses and customs, how we inhabit spaces, and how we respond to our environment over time.

JL: Identity is a set of factors that include culture and history, elements that root our connection to this place. Identity is the way we inhabit, and something characteristic of this area of the country is that it has been little modified over time. Geographically, we are far from other regions such as the center or the north of the country, which has somehow contributed to preserving our own identity. For example, we are very distant from the United States, which has more influence in northern Mexico. This, among other things, has allowed us to preserve the way we inhabit, eat, and live. Simply put, sometimes we say that to do architecture in Yucatán, two essential elements must be considered: the breeze and the shade. These elements, more than the material itself, define architectural practices and confer part of that identity. This approach is observed both in pre-Hispanic architecture and in modern buildings from the 50s and 60s, which seek to integrate these climatic characteristics. These are elements we have preserved despite the passage of time.

New Growth Opportunities

JL: Luis and I studied at Marista University. Interestingly, we know each other through our families, as my wife is his first cousin. It was during some family gatherings that we began to discover that, despite being quite different as individuals, we share a great passion for architecture. During our university years, we started with simple renovations, something we all do at some point in our careers to learn the trade, like fixing up a friend's house or remodelling a close family member's home. Out of necessity, we had to be versatile and adapt to the circumstances: we designed and built, without specialising only in design.

Everything changed when an opportunity arose in 2011 that would mark a before and after for our office. Mérida was becoming a crucial student hub in the region. There were many universities, but there was a lack of student housing. It was at this moment that the Campus University City project was initiated, an ambitious idea that we were fortunate to manage from its conception. In 2012, we managed to complete a project for 319 apartments, which meant a radical change in our professional trajectory: from remodelling houses, we moved on to constructing a building of over 12,000 square meters. To achieve this, we invited Jorge Bolio, a friend and architect with more experience, who is now the director of the Faculty of Architecture at Marista University, to collaborate. We also had the key participation of Miguel Barbosa and Armando Ruz. This collaboration, formed around a team of architects with different experiences, was fundamental to carrying out such a large-scale project. The project not only served as a boost for growth, hiring new employees and collaborators, but also taught us valuable lessons in the process of managing and executing an architectural project. Those were years of intense learning and accelerated professional growth.

Designing Strategies

LP: At that time, one of the most important aspects was understanding the importance of building a solid team and the responsibility that comes with leading it. We stopped viewing architecture simply as a constructed object. It is paradoxical because when architecture is considered only as an object, the focus can lean towards more artistic aspects, such as winning biennials or competitions. We realised that daily practice goes far beyond these achievements and requires alignment with the client's objectives. It is crucial to find a balance between all aspects and be realistic. We understood something very important: architecture is, above all, a service and a business. Many of our clients have economic, political, or status interests through the projects we undertake. We understood that each project has a specific objective for the client, and our job is to align with those objectives without losing sight of our values. It is a real challenge, which does not mean pleasing our clients, but working strategically with them to effectively achieve the objectives. With this philosophy, our office has focused on designing strategies together with clients, whether for restaurants, houses, real estate developments, or other projects. Understanding the needs of the end user is fundamental. For example, when a real estate developer hires us, we understand that we are not only addressing their economic vision but also considering the expectations of the investor and the future inhabitant of the project. It is as if we have to work with three clients at the same time. This strategic approach has allowed us to design more than just constructed objects.

This has been possible because we have also learned to deeply value teamwork. We recognise that working as a team expands our capabilities and allows us to offer clearer and more objective responses to our clients. In this way, we have transformed our architecture studio into a company that not only designs but also manages business aspects that are part of the daily operations, such as paying social security and employee salaries, or respecting the delivery times of each project. This evolution has allowed us to approach projects more professionally and responsibly, adapting to market demands and ensuring quality at every stage of the process.

One Project, Three Clients

JL: Since 2012, Mérida has experienced a remarkable population growth, increasing from approximately 800,000 inhabitants to 1,200,000, representing a 30% increase in a decade. This growth has had a significant impact on Lavalle Peniche, generating a greater diversity of projects. Over time, our office has evolved to handle various types of projects without being confined to a single category, adapting to a complex architectural agenda that ranges from restaurants to residential buildings. Especially in our area and the city where we operate, the real estate business is omnipresent in our daily activities. Therefore, what we call strategy design combines creativity with numerical and business analysis. Each project, although it may seem similar, presents unique opportunities, limitations, and characteristics for investors and developers. Our experience allows us to understand and support these projects with detailed knowledge and tailored solutions.

For us, the key lies in aligning these two hemispheres of the brain: architectural creativity and economic viability. Our goal is for each project to be not only profitable for our clients but also to satisfy the end users and contribute positively to the urban environment. This means catering to three "clients": the investor seeking profitability, the user seeking quality living spaces, and the city, which seeks improvements in its environment. We strive to ensure that our projects are "good neighbours," as we like to define them, adding value through initiatives such as public spaces within private developments or improvements in urban infrastructure. As citizens first and architects second, we believe that design and architecture are powerful tools for positively impacting our communities. Therefore, our strategies are closely linked to these three fundamental points.

A Process of Constant Reinvention

LP: Our office is structured around three pillars: strategy, design, and actions. Strategy involves understanding the problem and aligning it with the client's objectives, budget, and market niche. Design materialises that strategy, responding to all the analysed variables. Actions refer to how the project evolves over time and how we share our learning. Our design process is not linear but a continuous cycle that begins with strategy, materialises in design, and then generates learnings and actions that feed back into the next project.

To illustrate this, we can refer to our first significant project, the university campus we mentioned at the beginning of the interview. Initially, during our academic training and with the support of an important associated construction company, we decided to develop specialised housing for students. Mérida, being a service city with renowned universities and growing attractiveness, showed a high demand for student housing. We designed an iconic 14-story building around a central courtyard, intending to create an exceptional architectural work. However, when we tried to attract investors and collaborators, we faced failure. No one wanted to bet on the project as we had initially conceived it. Instead of abandoning it, Miguel Barbosa and his brother Elías suggested that the idea had merit but required a different execution. So, we started implementing new strategies. We approached experts in university residences, such as the director of Tecnológico de Monterrey, who guided us on the real needs of students: more austere and accessible spaces. Additionally, we consulted with prominent local hoteliers, who emphasised the need to mitigate risks in an emerging market like Mérida, where building a tower was seen as too risky a bet. We then understood that we needed to adapt our design to the needs of the user, the demands of the business, and the possibilities of the market. This integral approach began to shape the project more effectively.

JL: I think the mistake we made when we received the commission was wanting to build a building without having thought of a clear strategy. The strategy, which materialises through design, definitely culminated in a constructed architectural project. Finally, we designed a complex of student apartments in small spaces of 36 square meters, which seemed ridiculous to many who were used to larger homes in Mérida. However, it met the basic needs of the student: a place to sleep and common areas to socialise.

The project was structured with L-shaped modular buildings, with apartments oriented towards a central courtyard that included a common study area. This design allowed for modular and economical construction, initially with 30 apartments per phase, adapted in collaboration with a financier, the director of student residences, the developer, and the builder. Initially, the project did not have the expected success: sales were slower, and at one point, construction halted. We followed the advice to build only the first phase, and this flexible approach led us to adapt the design on the fly. For example, an auditorium initially intended for multiple uses became a three-level hotel for the parents of students who needed this space to visit their children during brief periods of the year. This experience taught us that real estate projects must be flexible and adapt to changing social and political circumstances. We learned that sometimes it is crucial to hold back at the beginning, instead of rushing to design an object, to better understand the problem and respond more effectively.

New Challenges

LP: At this stage of our career, we find ourselves at another turning point. The first was in 2012 with the University Campus. Another crucial moment I remember was in 2015. At that time, we were exploring other things, giving talks, and receiving awards, but we felt that the path was not right. Economically, we had many shortcomings, and that's when we decided to step away from everything and disappear for a while.

Now, in 2023 and 2024, we are experiencing another significant moment of change. We have been generating and clarifying our strategy and realised what we really wanted to continue doing. Between the end of 2022 and the beginning of 2023, we received external advice to modify and shape certain operational aspects of the office, aligning them with our strategic objectives. Currently, we are at the busiest moment in our history, making it very difficult to pause. Our office has between 40 and 50 people working. This growth is a very important change for us, something we had never experienced before. We did not set out to have such a large office, but circumstances led us to become what we are today. However, we can no longer afford to be adrift. We have decided to change course to steer towards our goals. We want to undertake better projects and maximise our actions.

JL: We have been discussing strategies and alliances with very interesting professionals who may, over the next few years, join this project to build something together. Throughout our professional practice, we have avoided jumping on the bandwagon of what is fashionable. We don't do collaborative work just because it's trendy, nor do we change our office solely for the sake of sustainability or other concepts that become popular. We want to continue growing in a responsible manner.