At the head of the Studio of the same name that he founded, Vincent Eschalier defends a practice rooted in listening, trust and intuition.
As an architect, how do you approach the notion of commitment?
Commitment is a bit of a dirty word. In our creative professions, it's not a new subject, nor is it a problem. You need a real passion to get through architectural studies, which are long, demanding and often tough. With us, that energy is there when they start, and it's there to stay. Through the work we do together, but also through activities such as the sports sessions we organise, trips and cultural outings.
How do you make this commitment last on a daily basis, beyond the initial passion?
It all started with my simple desire to do good projects with good people. It's this principle that has attracted collaborators, customers and partners. I'm trying to create a structure that's in line with my values: caring, trust, respect for each person's pace. It all came naturally. In our profession as architects, we are often asked to design places to attract talent. Curiously, we rarely talk about making them stay or making them happy. And that's what matters most to me: creating places that make people want to stay, rather than offices to recruit from.
What does this mean in practical terms for the agency?
We try to cultivate trust. If someone arrives at 11am, we assume there's a good reason, and we don't go and check. It's all about balance and mutual attention. And then there are the little gestures: we provide a flat right next to the offices, which employees can use if they need it or to welcome their families who are visiting Paris. We've also introduced soft skills training - in addition to the usual training - for several months: knowing how to listen, express yourself, speak up... Nobody teaches you that in architecture school.
You mentioned the absence of a hierarchy. How does this work in an organisation of around fifty people?
There's a structure, but everyone has their say, even newcomers. I think that if a team holds together, it's not because we avoid conflict, but because we treat it with respect. The key is trust. I still see people in other companies taking a day off work to go to the doctor. Here, it's not an issue: you arrive early, take an hour off in the afternoon, and come back. It's a common sense freedom. The same goes for bank holidays: many employees don't have children, so they prefer to take a day off rather than leave at the same time as everyone else, when everything is full and more expensive.
How does the workplace contribute to this commitment?
Our offices are a reflection of who we are: there's no thought-out branding, but everything has a story behind it. A work of art donated here by a former colleague, a shelf found at a flea market, a photo of a friend... It's a living, authentic environment. And I think our employees feel it. They come to the office because they feel good here. We do have teleworking, but only in exceptional cases. Our business relies too much on exchanges, teamwork and spontaneous back-and-forth.
Do you necessarily need a lot of resources to create an engaging place?
Not at all. Our first offices were in Bagnolet, in an area that was far from prestigious. But we had installed a kitchen there, and everyone took it in turns to prepare lunch for the others. There was a strong, human atmosphere, even without a dedicated budget. Today, we have a chef and we all have lunch together: it's healthy, friendly and makes it easier for newcomers to integrate. But as in those days, nothing has been calculated: we've always put soul before showmanship.
