Cover Tuan Le, Creative Director of The Lab Saigon (photo: RABHUU)
Tuan Le, Creative Director of The Lab Saigon (photo: RABHUU)
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Although not from a design background, curiosity and an instinct for experimentation led Tuan Le into the creative world, where at The Lab Saigon he has continually challenged his limits and brought his ideas to life amid a fiercely competitive industry.
In a field where the pace quickens and the pressure mounts, creative director Tuan Le continues to embrace new experiences, pursuing excellence through trial and reinvention. Founded by Le, The Lab Saigon has evolved into more than just a home for architects, graphic designers and photographers. It has become an ecosystem where bold, untested concepts are given space to grow.
Le’s adaptive mindset and relentless questioning help him navigate the complexities of multidisciplinary work, while maintaining a delicate equilibrium between artistic innovation and commercial viability.
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Above We now develop our own creations, whether that’s a chair, a shop concept, or a sensory experience, alongside providing design services (photo: RABHUU)
We now develop our own creations, whether that’s a chair, a shop concept, or a sensory experience, alongside providing design services (photo: RABHUU)
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For those unfamiliar with The Lab, how would you describe it?
The Lab is a collective of creatives from a broad mix of disciplines—architecture, graphic design, photography and more. We harness the strengths of each specialism to produce varied design projects, unconfined by a single area of focus.
When launching a multidisciplinary design agency, what did you believe its mission would be?
From the outset, we leaned towards experimentation rather than following convention. At the time, the design scene struck me as formulaic. We wanted to merge disciplines in a way that allowed for distinctive, more layered creative solutions.
In such a competitive creative landscape, what must a business do to ensure long-term survival, in your view?
It’s a question many agency owners grapple with. As the creative space grows more saturated and the tools more accessible, a business needs a clear, enduring strategy. At The Lab, we’ve transitioned from a traditional agency model into something closer to a product studio. We now develop our own creations, whether that’s a chair, a shop concept, or a sensory experience, alongside providing design services. Some businesses choose to merge and scale, while others stay deliberately small to preserve their essence. There’s no universal path; the key is finding what suits your vision.
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Above It’s essential to carve out a clear role in each discipline while still holding on to our own identity (photo: RABHUU)
It’s essential to carve out a clear role in each discipline while still holding on to our own identity (photo: RABHUU)
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What would you say is the most significant challenge of running a multidisciplinary agency?
Positioning is the first major hurdle. Working across architecture, communications, and brand identity means we’re not only contending with other creative agencies, but also with specialised players in each of those arenas. It’s essential to carve out a clear role in each discipline while still holding on to our own identity.
The second challenge is talent. Multidisciplinary work demands people who are not only skilled but also agile and eager to learn. Yet many formally trained creatives prefer to stay within a single track. Finding those willing to push past professional boundaries and thrive in an interdisciplinary environment isn’t always easy.
How do you balance commercialism and creativity?
I try to maintain both. If a project is driven purely by profit but leaves no space for creativity, we turn it down. It might provide short-term financial security, but over time, taking on uninspired work wears down team morale and dilutes brand value. We were fortunate that our early clients offered room for experimentation, along with budgets that allowed us to be inventive. Over time, these relationships grew in a way where both sides truly understood the value the other brought. That’s how we’ve shown that creativity and commerce needn’t conflict. They can, in fact, grow stronger together.
What are your thoughts on following trends in the design world, especially now that “sustainability” has evolved from a trend into an expectation?
Some trends pass quickly, others become embedded. Still, I don’t believe that following trends is a sustainable strategy. Trends capture the spirit of the present moment, but it's hard to know which will endure. That’s why our focus is on delivering design solutions with lasting value.
What influences your sustainable business strategy the most?
Customer insight, above all. We look into what people actually want, whether that’s a product, a space, or an experience. From there, we aim to provide them with something of lasting worth, rather than chasing whatever is currently in vogue.
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Above Real confidence in design only comes from knowing where it began (photo: RABHUU)
Real confidence in design only comes from knowing where it began (photo: RABHUU)
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What happens when a design lacks research?
Without proper research, design often jumps straight to execution without adequate groundwork. One of two things usually happens: either there's an idea in place and it’s put into action right away, or inspiration is pulled from what’s trending online. I place a lot of value on research because it uncovers ideas that haven’t yet been explored. The more deeply we understand a project, the more we realise that research provides its foundation. Real confidence in design only comes from knowing where it began.
How do you view the influence of pioneers in the creative industry?
Personally, I think more about our cultural and social impact than our influence within the creative sector. I don’t place much importance on industry awards, though I appreciate when we’re recognised by mainstream media or cultural institutions. That kind of recognition tells me our work has made a genuine impression on users. What matters most is how people feel when they step into a finished space and whether their experience stays with them.
Looking back, are there any moments you regret in your creative journey?
Plenty. As I mentioned earlier, there were opportunities I later wished I’d taken, moments I wish I’d been bolder. Creativity often means trusting your instincts, but that doesn’t always pay off. I’ve had regrets, especially when a decision didn’t work out financially.
What do you think a leader needs to sacrifice for a design business to grow sustainably?
I don't think of it as sacrifice. I think of it as striving to achieve everything: creative freedom, profitability, and a balanced life. That said, if there’s one thing we do give up, it's certain opportunities. If a client offers a lucrative proposal but expects formulaic work, limits creativity, or imposes unreasonable demands, I’ll decline. Protecting creativity and the quality of our work is essential, because that’s what sustains long-term growth.
Article published from the original piece in Tatler Vietnam, April 2025 issue
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