Changing Careers from Architecture to Development Management, ft. Dolunay Dogahan (CO—RE)

In this Architecture Social conversation (approximately 60 minutes), Stephen Drew speaks with Dolunay Dogahan, who trained in architecture and now works client-side as a Project Manager at CO—RE, a Central London development management business. Together they unpack why she changed careers, how she made the move, and what development and project management actually involve day to day.

Who this is for

Architectural assistants, architects and built-environment professionals who are curious about working client-side, considering a move into development or project management, or simply want to understand how a Central London commercial scheme is run from the client's seat.

Learning outcomes

1. You will be able to describe what a development manager and a project manager do across the life cycle of a commercial scheme.
2. You will be able to explain the difference between client-side and consultancy-side roles in the built environment.
3. You will be able to identify the transferable skills an architectural background brings to development and project management.
4. You will be able to recognise the practical steps involved in changing careers, from networking conversations to CV and interview preparation.
5. You will be able to outline how occupiers, pre-letting and planning shape a super-prime commercial development in London.
6. You will be able to reflect on whether a client-side role suits your own strengths and ambitions.

Why she questioned a career in architecture

Dolunay studied Part 1 and Part 2 architecture at Cardiff University and worked in practice in London for around three years. She still values architecture and design, but found the day-to-day work more office-based and specialised than she had expected. Identifying as more of a generalist and a bigger-picture, communicative person, she began to question whether practice was the best fit for her strengths.

Choosing development management and CO—RE

Because of her design background, it mattered to her to join a developer that understood and valued good design. She describes CO—RE as selective with its projects and as working with strong architects, which is what drew her to the role. She has now been at CO—RE for around three years.

What a development manager does

CO—RE acts as the client on behalf of investors and asset managers, some of whom may be based outside the UK or new to the London market. The team advises from the very start, running the initial feasibility and business appraisal, putting together the brief, and then assembling the wider team. On a large scheme that can mean coordinating in the region of 40 consultants across architecture, engineering and other disciplines, through design, planning, tendering, construction monitoring and leasing.

Project manager versus development manager

Dolunay explains that the project manager runs the day-to-day delivery of a project and is the main point of contact for the design team, contractors and the tender process, keeping work on time and on budget. Development managers focus on what creates value, working closely with leasing agents and leading the planning, third-party and leasing matters. At CO—RE, a team of around 14, the two roles overlap deliberately so the process stays joined up.

The shift in mindset

Moving from architecture changed the shape of her working week. In practice she was often in a production mindset built around deadlines and focused, linear tasks. As a project manager, her first challenge was handling the volume of email and learning to prioritise and filter, while holding many parallel workstreams in mind and balancing the long-term programme against short-term actions.

Learning the language

She kept a notebook and wrote down every unfamiliar term and abbreviation from meetings. Once she understood most of the vocabulary, she found her feet. CO—RE told her the soft skills mattered most, because the technical knowledge, such as how to read a contract, can be learned on the job. Much of the role, she says, is acting as a translator between the priorities of many different stakeholders.

The super-prime commercial market and pre-letting

CO—RE works in the super-prime Central London commercial market, where occupiers such as technology companies, banks and legal firms may be looking for anything from around 23,000 to 46,000 square metres of space and plan several years ahead. Many buildings are pre-let before or during construction, which can allow the design to be tailored to the future occupier. Understanding the London planning process and UK-specific legal matters, such as titles, freeholds and third-party agreements, is a significant part of the work.

Tips for transitioning from architecture

Dolunay encourages people to have honest conversations with those already in the field, as that helped her understand the role was possible and what it involved. Beyond that, she points to preparing your CV and interview approach, building awareness of the industry, and recognising that job titles and structures differ between client-side and consultancy-side roles. Her overriding message is that, until you take the step, you will always have questions, so at some point you simply take the plunge.

Key terms

• Development management: acting as, or on behalf of, the client to lead a scheme from inception to completion.
• Project management: running the day-to-day delivery of a project, coordinating the design team, contractors and tender, on time and on budget.
• Client-side: working for the developer or investor rather than as an external consultant.
• Feasibility and appraisal: early assessment of whether and how a site or asset can be developed and what value it can create.
• Pre-letting: agreeing tenants for space before, or during, construction.
• Super-prime commercial real estate: the highest-value end of the commercial property market.

Reflective prompts for your CPD record

1. Which of your current skills would transfer most readily to a client-side development or project management role, and where are your gaps?
2. How does understanding the client's priorities change the way you would approach your own work in a project team?
3. What one conversation or piece of research would help you test whether a move client-side is right for you?

About the guest

Dolunay Dogahan studied Part 1 and Part 2 architecture at Cardiff University and worked in architectural practice in London before moving client-side. She is a Project Manager at CO—RE, a Central London development management business that works on super-prime commercial schemes through what it calls Collaborative Real Estate.