https://www.linkedin.com/in/ishan-patel-54b01577/

Provide a brief summary of your practice experience. 

I am an Ontario licensed architect with more than eight years of experience across healthcare, long-term care, supportive housing, education, and community-focused facilities. My experience spans design, multidisciplinary coordination, approvals, tender, and construction administration, providing a broad understanding of the technical, regulatory, and human responsibilities of architectural practice. 

At Montgomery Sisam Architects, I progressed from Intern Architect to Architect and Associate. Beyond project delivery, I took an active role in mentoring colleagues, facilitating collaboration, and fostering a connected and supportive workplace culture. I believe professional relationships are strengthened through opportunities to exchange ideas, learn from one another, and connect beyond immediate project responsibilities. These experiences shaped my understanding of leadership as not only guiding work, but also creating opportunities for people to exchange ideas, learn, and grow together. 

In 2026, I joined Perkins&Will as Digital Practice Manager, reflecting a deliberate shift in how I wanted to contribute to architecture. Having spent years navigating the complexities of project delivery, I became increasingly interested in how we could improve the practice itself, rather than addressing similar challenges one project at a time. I wanted to explore how design thinking, technology, knowledge sharing, and collaboration could help architects work more effectively, make informed decisions, and create more opportunities for innovation and learning across teams. 

Throughout my career, I have come to appreciate that architecture is fundamentally about people, both those who shape the built environment and those who experience it. This perspective continues to guide my approach to leadership and professional responsibility. 

Provide a brief summary of your previous governance experience (boards, councils, committees, advisory groups, etc.). 

My experience in professional self-regulation began in 2024 when I joined the OAA Complaints Committee, where I now serve as Chair. This work requires careful evaluation of information, consideration of the Architects Act and applicable requirements, and collective decisions grounded in evidence. As Chair, I help guide discussions, consider different perspectives, and ensure that deliberations remain focused on procedural fairness, confidentiality, and the public interest. 

I also served on the OAA Interns Committee in 2024, which broadened my understanding of the challenges emerging professionals face as they progress from education and internship to licensure. This experience reinforced the importance of accessible guidance, meaningful mentorship, and professional development. 

At Montgomery Sisam Architects, I founded and chaired the internal Intern Architect Program Committee from 2022 to 2026. Through this initiative, I brought interns and firm leadership together, supported workshops and study groups, and created opportunities for knowledge-sharing, collaboration, and open dialogue. 

These experiences have allowed me to contribute to both professional regulation and the development of future architects. They have shaped my understanding of effective governance as a responsibility that requires listening, integrity, sound judgment, and accountability. Above all, they have reinforced the importance of making fair, well-reasoned decisions, even when those decisions are difficult. 

Why are you interested in serving on Council at this time? 

I am interested in serving on Council because my perspective on architecture has evolved beyond the delivery of individual projects to a broader interest in how our profession operates, develops, and serves the public. Through my involvement with the OAA Complaints Committee, I have gained a deeper appreciation for the responsibilities of professional self-governance and the importance of fairness, accountability, and maintaining public trust. 

As my career has progressed, I have become increasingly interested in the systems, policies, and decisions that influence how architects practise. My recent transition into digital practice leadership reflects this change in perspective. I want to apply what I have learned through project delivery, mentorship, and professional leadership to challenges that extend beyond individual projects or organizations. I am particularly interested in how we can embrace change while maintaining the professional judgment, competence, and responsibilities that define our profession. 

I see Council as an opportunity to contribute to these broader conversations, learn from different perspectives, and help shape thoughtful decisions about the future of architectural practice. I would bring practical experience, curiosity, independent judgment, and a willingness to listen and challenge assumptions. 

Above all, I want to contribute meaningfully to the OAA's responsibility to protect the public while helping ensure the profession remains accountable, capable, and prepared for the future. 

What do you believe are the key challenges or priorities for Council over the next one to three years? 

One challenge I see is the gap between how quickly architectural practice is evolving and how effectively we prepare architects to respond. In my experience, meeting professional obligations depends not only on regulations and continuing education, but also on clear guidance, sound judgment, and a culture where people feel encouraged to ask questions, collaborate, and learn. 

I believe Council should place greater emphasis on preventative regulation. Lessons from complaints, practice consultations, and recurring challenges should help inform practical guidance before problems repeat, while respecting confidentiality. We should also consider whether existing requirements are achieving their intended outcomes before introducing additional ones. 

Emerging technologies, including artificial intelligence, present opportunities to improve practice but also raise questions about verification, privacy, professional judgment, and accountability. The OAA should help architects navigate these changes responsibly while continuing to address evolving expectations around climate resilience, accessibility, and building performance. 

I also believe that investing in people is essential to the profession's future. My experience supporting emerging professionals has shown me that mentorship, accessible pathways to licensure, knowledge-sharing, and meaningful professional relationships are fundamental to developing competent and accountable architects. 

Ultimately, I would like Council to focus on measurable improvements, clear communication, and learning from the experiences of both practitioners and the public. Effective governance should not simply respond to change, but anticipate challenges and ensure that our profession continues to earn public trust. 

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