By Julia Gamolina

Jodi is a designer at Woods Bagot, with over seventeen years' experience across a broad range of projects in various sectors, with a particular focus on transport and aviation. Jodi’s played key roles in notable projects like Western Sydney International Airport, Sydney International Airport, Sydney Metro and Perth International Airport. Jodi is known for her collaborative approach, balancing design, program, budget, and commercial feasibility to ensure the successful project delivery.

JG: Your design focus is so cool Jodi — airports I'm sure are not an easy undertaking! What is the focus these days in design for aviation, and what are you thinking the most about right now?

JA: Aviation design is fundamentally about holding two things at once. You're working at an enormous scale, designing for thousands of people moving through a space every day, but you're also trying to create moments of intimacy and calm. The goal is for these massive, complex ecosystems to feel genuinely human.

For me, that starts with looking at the local environment. The natural world offers an incredibly rich vocabulary for design. On a local trail run, during an initial site tour for the Western Sydney International Airport (WSI) project, I kept seeing people gathering in groups and literally walking off the trail onto the escarpment. When I finally asked what they were doing, I learned they were scientists who had come to see the pink flannel flower, a rare and delicate bloom that appears only under very specific conditions.

That encounter sparked our “Did You Know” series—short, insight-led captions that shaped how we developed the customer experience, including the inspiration behind the verandah spaces. We used this framework to explore how the architecture could spotlight what makes WSI genuinely unique, grounding the terminal in its context and creating a distinct sense of place that respects the local environment.

What I'm paying most attention to right now is how to create moments of pause and connection within the larger flow of movement. Airports don't have to feel anonymous. When we use natural light thoughtfully, incorporate local materials, or weave in subtle references to the surrounding landscape, these spaces become places that people remember.

Western Sydney International Airport. Photography by Trevor Mein.

Now let's go back a little bit; you originally studied interior design. What were you hoping to do in the world, and what were your biggest takeaways from your time in school?

I chose design because I care about people. Even in school, I was fascinated by how spaces influence our feelings and behavior. Comfort, ease, belonging, and joy weren't abstract concepts to me; they were tangible things you could design for, plan for, and build into the fabric of a place. Interior design then felt like the right path because it operates at the most human scale. You're thinking about how someone moves through a room, where they pause, what they touch, how light falls across a surface at different times of day. It's intimate work, and I loved that specificity.

The biggest takeaway for me was realizing that I wanted to design places where people genuinely want to spend time; environments that make people feel something. That shift in perspective, from designing spaces to designing experiences, has shaped every decision since.

“I wanted to design places where people genuinely want to spend time; environments that make people feel something. That shift in perspective, from designing spaces to designing experiences, has shaped every decision since.”

— Jodi Archer

What was some of the best advice you got early on that has informed your approach to your work and career?

A few lines have stayed with me over the years: Be true to yourself. Listen, and listen well. Choose what matters and let the rest fall away. Be kind. Work for what you want and make it happen.

They sound simple, but they shape everything — how you collaborate, how you advocate for your ideas, and how you stay grounded when things get complicated.

Tell me about your professional experiences before joining Woods Bagot. What did you learn with each step?

My time at Sydney Airport was foundational. I learned how to bring very different stakeholder groups together and negotiate a shared way forward. Airports are full of competing priorities, so understanding how to mediate conversations with empathy and clarity is essential. That role gave me a deep appreciation for the operational side of aviation: what works, what doesn’t, and how passenger experience is shaped long before anyone steps into a terminal.

Returning to Cox afterward meant relearning what it meant to be a consultant. It was a shift from receiving design to driving it. I had to think about project progression, anticipate challenges, and lead teams with intention. Having worked on both sides has given me a balanced view of vision and practicality.

Looking back at it all, what have been the biggest challenges?

One of the hardest things is working with people who don’t want to collaborate or who don’t see the value you bring. You can have all the skills and energy in the world, but if someone is intent on creating roadblocks, it tests you. I’ve learned to recognize the difference between people who see work as a team sport and people who are more focused on getting ahead as an individual. The challenge is bringing those groups together in a way that can still deliver value.

On a more personal level, navigating a serious illness over the last year has forced me to take a complete reset. It made me confront what I wanted my life to stand for and how I wanted to spend my time. Putting my health first wasn’t optional.

How did you both manage through perceived disappointments or setbacks?

What truly got me through was people. My husband and kids are my anchor, and then I had my champions, my allies, the ones I could speak honestly with. Finding those people, and being that person for others, is now central to how I work. A simple message from Sarah Kay, the CEO of Woods Bagot, helped get me through a time when everything felt uncertain. I remember her responding to my circumstance by saying, “Don’t worry about work.” It just totally eased my concerns about retaining my job while I focused on getting better.

Once I was able to return to work, I carried a much sharper sense of clarity with me — a renewed sense of what mattered, both in my professional life and personally. I became more intentional about where I invested my energy, the projects I championed, and the people I collaborated with. I also became more mindful of creating space for others, by listening, supporting and nurturing the growth of the people around me.

Who were your mentors through it all?

Sarah Kay has a rare clarity. She cuts straight to the heart of an issue, bypassing the noise and politics to reveal what truly matters. When I’m caught up in complexity, she helps me see the simple truth underneath. Kukame McPierzie has taught me to understand my own behaviors and the instincts that can either hold me back or push me forward. He’s shown me that growth isn’t just about learning new skills; it’s about evolving how you show up, respond under pressure, and lead when things get tough.

Ashley Richards brings an authenticity that’s hard to put into words. She helps bridge the personal and professional growth, and has reminded me that the best career development happens when it aligns with who you are as a person. And finally, Satvir Mand taught me that that success looks different depending on where you begin. Your starting point matters when you measure progress. He helped me recognize my own achievements without diminishing them by comparing them to someone who started from a completely different place.

“The architecture profession needs diverse voices and perspectives. We can’t afford to lose half the conversation because talented people are waiting politely for their turn while others speak over them.”

— Jodi Archer

Who are you admiring now and why?

My son. He’s fifteen and navigating life with a level of maturity, thoughtfulness and respect that continually surprises me. He considers situations from all angles, knows what truly matters, and approaches the world with a kind of grounded clarity that I find inspiring.

What is the impact you’d like to have on the world? What is your core mission? And, what does success in that look like to you?

At the heart of it, my mission is about people. Anyone I mentor, I want them to go further than I have. If I can help create spaces, systems, or opportunities that support that kind of growth, then I feel I've contributed something meaningful.

In terms of design, I'm drawn to the idea of a premium experience as something accessible rather than exclusive. To me, a premium space is one you can use without assistance, where your needs are anticipated, with dignity built into the design. It's a space where everyone has agency.

Success, to me, looks like creating environments where those distinctions disappear and accessibility is woven naturally into the design from the outset. This is the impact I want to have — to create spaces that truly welcome people, where independence and dignity aren't negotiable, regardless of who you are or how you move through the world.

Finally, what advice do you have for those starting their career?

Confidence shows up differently for different people. From my observations, men tend to assert their ideas more forcefully, claiming space without hesitation. Women, on the other hand, often wait their turn, consider multiple perspectives, and prioritize collaboration. While these qualities are valuable, there are moments when you need to interrupt, take up space, and contribute your perspective directly, even if it feels uncomfortable. My piece of advice for anyone finding themselves in that position is simple: Trust yourself. You have as much value and as much right to be in the conversation as anyone else.

The architecture profession needs diverse voices and perspectives. We can't afford to lose half the conversation because talented people are waiting politely for their turn while others speak over them. So my advice is this: Be strategic about when to collaborate and when to assert. Know your worth. And when you have something to say, say it without asking permission. And, know this is happening to others and support them by making space for quiet, polite members to contribute. This is where the magic happens.

This interview has been edited and condensed for clarity.

Welcoming People: Woods Bagot's Aviation Expert Jodi Archer on Designing Experiences and Trusting Yourself