One Plus One Equals Success
Late last month, PMDL farewelled two esteemed Executive Directors, Geoff Saunders and John Lee, who joined the practice three years ago through the acquisition of McGlashan Everist Architects. Their departure marks a bittersweet milestone, celebrating distinguished careers while acknowledging the lasting impact they have had on both McGlashan Everist Architects and PMDL.
Practice Director Donna Payne reflects on its successful merger with MEA, sharing key lessons in leadership, culture and growth as it enters a new chapter.
"As someone who joined the team without prior ties to either PMDL or McGlashan Everist, I came in with a fresh perspective and a background that differed from both legacy practices. Initially, I took on the role of an observer, watching how two distinct architectural cultures and systems came together before offering any suggestions or influence. What I’ve witnessed has been a genuine period of shared learning and discovery, often absorbing the strengths and challenges of each practice and other new approaches organically. Now, I am seeing the emergence of a unified and evolving practice, one that built on each practices traditions and strengths, but also with a clear intention to stay progressive, adaptive, and ahead of the curve." - Devon Osbourne, Associate
Geoff and John leave behind a remarkable legacy of elegant design solutions, a skilled team, and an unwavering passion for architecture. Their wisdom and dedication to the profession have been a true inspiration.
We celebrated their contributions with heartfelt send-offs: one in Geelong for Geoff and another in Melbourne for John. These events brought together team members, clients, consultants, contractors, suppliers, friends and family, all united in gratitude for their extraordinary impact and careers.
So, where did the union of these two powerful forces begin? Ironically, amidst the many challenges brought by COVID-19, it was this adversity that sparked the unification.
While PMDL navigated the pandemic’s disruptions relatively well, emerging resilient and well-positioned, it became clear that many firms—particularly in hard-hit Victoria—were struggling. PMDL saw this as the ideal environment for strategic acquisitions, to drive growth in revenue, expand team capabilities, to strengthen our brand recognition and reputation and broaden sector offering. However, while these circumstances initiated the conversation, the ultimate solution was not born of distress but of perfect timing for succession.
Following a strategic and focused search, MEA emerged as the perfect partner for PMDL. As a well-established practice with nearly 70 years of history, MEA was seeking a pathway for succession to ensure the continued success of their team and their work and the eventual retirement of its two directors. MEA brought to the table a distinguished and respected reputation, deep expertise in the education sector, exceptional design talent, a dedicated and loyal team, and a cultural alignment with PMDL that was both striking and profoundly resonant.
What began as virtual conversations evolved into more substantial online meetings and negotiations, culminating in an in-person meeting once COVID-19 restrictions eased. Over time, the alignment between the two firms became increasingly evident, and the prospect of joining forces grew ever more compelling.
The formal acquisition took place in June 2022, marking the beginning of a considered and deliberate integration process. Our approach was deliberate, and people focused. Central to this effort was framing the acquisition not as a "takeover" but as a "coming together." Language and empathy played pivotal roles. From the outset, the acquisition was presented as a respectful partnership grounded in shared opportunities and mutual respect.
The expansion of the team resulting from the acquisition proved to be PMDL's most successful recruitment strategy to date. The MEA team brought a wealth of experience, exceptional skills, cultural alignment, loyalty, and commitment. This strong foundation of compatibility from the outset was a fundamental contributor to the acquisition's success.
The experience provided PMDL with invaluable insights and clarified the key elements necessary for a successful merger or acquisition. We have embraced the opportunity to generously share these learnings with others, offering guidance to help them navigate similar opportunities. The key takeaways that resonated with and assisted us are as follows:
1.Due Diligence Is Everything Financial, legal, cultural, and operational diligence can uncover surprises and considerations to resolve post-deal, so go beyond surface-level analysis and review existing and future client contracts, staff liabilities and brand reputation. MEA offered continuity of both client relationships and project opportunities, along with a loyal and valued team. Future pipeline, recruitment and leave liabilities were important factors in the overall consideration of the deal.
2.Cultural Fit Is Often the Deal Maker—or Breaker Success starts with fit. Beyond reviewing financials, contracts, and capabilities, we focused on values. Were we like-minded? Could we grow together? The answer was a clear yes—MEA brought a culture of integrity, creativity, and genuine relationships that mirrored our own. Misalignment of values, leadership styles, or communication norms can derail integration, even if the numbers stack up.
3.Communication Needs to Be Constant and Respect is Essential Open dialogue was essential. Under the leadership of John and Geoff at MEA, we engaged their team early, genuinely listened to concerns, and shared a picture of the future that respected their legacy. Integration became simpler because it was rooted in trust. Understanding that ambiguity breeds fear and resistance, especially among staff and clients, PMDL developed a staged communication plan—for staff, clients, consultants, media—with honest, timely, and clear messaging.
4. A Shared Vision and Flexibility is key The acquisition was never just about filling gaps—it was driven by shared goals: succession planning, team development, and sustainable growth. We took the time to listen and ask the right questions, uncovering the MEA team’s strengths and aspirations. This informed us of our approach to tailored career coaching, business development training, and the implementation of support systems to help each individual thrive—while preserving the close-knit feel of a smaller studio.
Three lessons stand out—honour what each party brings, keep a people-first focus, and take a long-term view on integration.
We also recognised that integration plans rarely unfold exactly as expected. Resistance, legacy systems, and cultural nuances can all emerge unexpectedly. Remaining adaptive, regularly reassessing progress, and being willing to adjust course is essential to long-term success.
If I was to share 3 key lessons Learned from the experience they would be:
·Honour what each party brings: Acquisitions should be a win-win. MEA preserved its brand and team. PMDL expanded its talent and reach.
·Stay people first focused: We empowered new leaders, supported relocations, and embraced team diversity as a strength.
·Take a long-term view: Integrate your software and systems from day one. Replacing platforms and integrating systems is painful but prioritizing and consolidating early pays off in the long run.
Three years on, every team member from MEA remains with us, many in leadership roles. The integration didn’t just succeed; it sparked fresh energy, unlocked new opportunities, and strengthened our collective resilience. That, to us, is the true measure of success.
“After 35 years with McGlashan Everist Architects, the merger with PMDL marks a significant milestone. As Victoria’s second oldest registered firm, MEA has stood for integrity, thoughtful design, and enduring relationships. I’m proud to have contributed to its legacy. While this transition is bittersweet, it’s also filled with promise. PMDL shares our values and brings fresh energy to carry our work forward. Though the name changes, the spirit of MEA, its commitment to architecture that serves and inspires remains. I’m grateful for the journey and excited for what lies ahead”. - Frank Bienefelt, Associate.
As Paul Glover noted inForbes, over 70% of acquisitions fail to meet their targets. Ours didn’t -because at its core, it was built on empathy, strategic alignment, and a belief that one plus one can indeed be greater than two.
If you are looking to be part of a dynamic architectural team that genuinely values its people and priorities relationships, while offering career development, mentoring, succession pathways - all within a culture of creativity and purpose - we may just be the right fit for you.
And if your organisation is looking for a strategic partner that embraces a people-first culture and is committed to long-term growth through genuine collaboration, PMDL would welcome the opportunity to explore how our shared values can shape impactful project leadership and future partnership opportunities.
As we step into an exciting new chapter, partnerships remain at the heart of PMDL’s vision.
Recently joining global consultancy Okana, we’ve expanded our capability with enhanced skillsets, access to international resources, and a future-ready mindset. There’s more to share on that front soon—but it signals a powerful shift in how we can support both our people and our partners.
