https://www.linkedin.com/in/julien-hebert-8a2369bb/

Provide a brief summary of your practice experience.

I have worked in architectural practice since 2008, primarily in small offices in Ottawa and Gatineau. Having been licensed in both Ontario and Quebec, I have experience working within different provincial regulatory frameworks and municipal approval processes. I currently lead our firm’s Ottawa office, working on projects throughout Ontario, including Ottawa, Kingston and Toronto. My experience spans residential, commercial and institutional work, including new construction and adaptive reuse. Working across multiple municipalities has given me an appreciation for the different challenges and approaches to delivering architecture in each community. Small-office practice has provided broad experience across all stages of a project, along with responsibilities in client relationships, consultant coordination and office management. I also mentor interns, support their professional development and help teams build their technical knowledge and confidence. This combination of project work and leadership has given me a practical understanding of the responsibilities and challenges architects encounter throughout their careers.

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

I have not yet served on a formal board or council. My relevant experience comes from leadership within architectural practice, where I help manage teams, establish priorities, review work and make decisions involving competing needs and limited resources. These responsibilities have strengthened my ability to listen to different perspectives, assess risks and work collaboratively toward practical solutions. They have also reinforced the importance of accountability and clearly communicating the reasons behind decisions. I recognize that governance carries responsibilities beyond practice management. I would approach Council with a willingness to learn, prepare thoroughly and contribute constructively, while developing the governance knowledge needed to serve effectively.

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

I am interested in serving on Council as a way to contribute to the profession beyond my own projects and office. As my responsibilities in practice have grown, I have become increasingly aware of how professional standards and regulatory guidance affect both architects and the people who rely on their services. I would bring the perspective of an architect actively involved in project delivery, team leadership and managing a small office. I am particularly interested in helping ensure that professional expectations are clear, practical and responsive to changes in how architecture is practised.

The increasing use of new technologies makes this a meaningful time to become involved. I would welcome the opportunity to learn from fellow Council members, contribute my experience and support decisions that maintain professional competence, accountability and public trust.

What do you believe are key challenges or priorities for Council over the next 1–3 years?

Over the next one to three years, I believe a key priority will be helping the profession adapt responsibly to the growing use of artificial intelligence. These tools offer opportunities to improve efficiency and support architectural work, but they also raise questions about accuracy, confidentiality, intellectual property and professional accountability. I would support clear, practical guidance on evaluating AI tools, protecting project information, verifying outputs and understanding the limits of their use. Continuing education, sample office policies and practical examples could help firms of different sizes adopt useful tools while managing the associated risks. Professional judgment and responsibility must remain central to their use. A related priority is ensuring that practitioners can readily understand and apply their professional obligations, particularly when defining scopes of service, assessing contractual responsibilities and responding to third-party requests. Accessible guidance can help architects manage their exposure to risk, uphold professional standards and provide reliable service to the public.

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