As part of our Leadership theme, we sat down with Linda Morey-Burrows, founder of MoreySmith and StudioMorey, to talk about staying the course, leading through complexity, and navigating decades of bias with clarity and conviction.
With over three decades at the helm of MoreySmith and now StudioMorey, Linda Morey-Burrows has built a reputation as one of the UK’s most respected design leaders, known for her clarity of vision, exacting standards, and deep creative insight. Her approach to leadership is grounded in resilience: from handling client bias with wry humour to shaping a thriving employee-owned studio of 35 people spanning five decades in age.
In this straight-talking Q&A, Linda reflects on what it really takes to lead, why systemic support matters more than empty empowerment, and the business advice that’s stayed with her since the 90s.
What does leadership mean to you, and how has your approach evolved?
My team of 35 are a very diverse mix of creatives and highly intelligent technicians and architects, very international, and aged from 20 to 60. Having a strong leadership is key to our success as they look to me to make the right decisions, bring in the best projects/work and steer the business through turbulent times.
I’m not always popular, but I’d say I’m respected. Dealing with everyone’s individual needs and demands and keeping everyone happy whilst delivering the most innovative designs and architecture with the challenges of the construction process and the economic climate certainly needs strong leadership.
Have you faced any challenges as a woman in leadership?
Ha yes of course, especially when I was younger. Older people and men didn’t always enjoy being led by a young female. I do still face issues with new clients and professionals who look to the man in the room for leadership of our projects or business decisions, which I used to get really upset about.
Now I find it quite amusing (although still irritating). I try to make sure the same doesn’t happen to my female senior team, but sadly it’s still prevalent.
What’s the best or worst leadership advice you’ve received?
I don’t remember ever having any leadership advice. The only business advice I ever really had was an established architect in the early 90’s told me to always have at least £100,000 in the bank and to invoice £100,000 a head per annum.
How can we encourage more women to step into leadership roles in creative industries?
It’s difficult as having children and childcare still mostly sits with the woman in most relationships. I was lucky that Patrick and I shared this responsibility and we had a nanny and a cleaner. If we want women to return to work and take senior leadership roles, they would need the same support system.
Controversially taking a year off plus for each child and then having to look after the home and unwell children over the years isn’t going to allow women to achieve a successful leadership role. Many women take one to three years out, which can be more difficult, and there would still need to be a support system of nursery/childcare and family support to make things work and not be too stressful. I think this is when many women decide to work for themselves in a way that suits their work-life balance.
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