We were recently invited to pitch for the retrofit of a Central London workplace building. Being one of four studios asked to pitch is nothing new—particularly in a market where speculative workplace developments are limited, and architects are clambering over each other to secure the next project. What was new—at least for us—was the offer to pay us for our involvement.

The benefits of design competitions in shaping the quality of our built environment are well-documented, as are the commercial risks they present to those pitching. However, there is another dimension that often goes overlooked—the human impact.

In recent years, we’ve increasingly been asked to pitch for feasibility work, often for contracts where the potential fee is less than the cost of preparing a competitive submission. The hope, of course, is that these opportunities will lead to a project, a new relationship… something. Yet, on more than one occasion, we’ve been left waiting indefinitely for a decision—despite knowing through industry whispers that projects have progressed—sometimes without even receiving candid feedback.

When pitches go unacknowledged, it sends a message that the countless hours of creative effort invested are not valued. It leaves us questioning the process. Perhaps we could be firmer in turning down such ‘opportunities’, but the pressure to compete often makes unpaid work feel like an inevitable part of winning work. The way competitions are run can have a profound impact on industry morale and the relationships between individuals and organisations.

A poorly run competition not only devalues ideas—it can also affect a practice’s profitability in an already profit-squeezed sector. This squeeze is then passed on to employees, fostering unsustainable working cultures, affecting mental health, and even limiting equitable entry to the profession—particularly when practices struggle to fairly pay entry-level staff.

The human aspect of the competition process deserves greater recognition. Respecting and acknowledging the time, energy, and care that go into these pitches could help mitigate the ripple effects on relationships, working practices, and the people behind the work.

Despite the challenges, we enjoy pitching—the energy it brings to the studio, the rapid pace, and the freedom to explore ideas. It’s difficult to see designs we’ve poured ourselves into left behind after just a few weeks’ work—but losing is part of the game. What we advocate for is a more equitable process, where the value of the work is recognised by those setting the brief.

For this particular pitch, we experimented with a new way of presenting our ideas—an approach we’re excited to refine further. If you’re curious to see it, drop me a message—we’d love to hear your feedback as we develop it for future projects.

We didn’t win this one (congratulations to Morris+Company), but we want to thank Global Holdings Management Group for inviting us, conducting the process with respect, and valuing the work of all four participants. We hope more organisations follow their lead—whether through financial contributions or simply by acknowledging the energy and creativity that goes into competing for work.

On to the next one…