Every World TSC Builds Runs Through Her.

Leigh Sachwitz founded and ran flora&faunavisions, brought it into the merger that made TSC, and now sits on the board as Chief Strategy Officer,with Originals in her care. The standard the whole company holds itself to is not written in a guide. It is her.

When a company wants a standard, it usually writes one down: a guide, a deck, a set of rules for everyone to follow. TSC’s standard is not a document. It is a person, and she is one of the founders the company is built from. Leigh Sachwitz built and ran one of the four companies that became TSC, and she carried the thing it now stands on in with her.

That standard fits into a single question, the one she has put to every project for two decades. “What does it feel like when this truly lands?” Simple to ask. Brutal to answer honestly. The whole company now runs on a version of it.

She did not come up through strategy. She trained as an architect at the Glasgow School of Art, landed in post-wall Berlin in 1993, and spent her nights building makeshift bars, art spaces and projection installations while the city reinvented itself around her. Somewhere in there she realized she was not designing spaces at all. She was designing experiences. That realization predates the company built on it by twenty years.

In 2005 she founded flora&faunavisions in Berlin and ran it as CEO, and over the next two decades the same question got tested against just about every form an experience can take. The world’s first fully digital Ring Cycle for Opera Australia. The German Pavilion at Expo Osaka 2025. Original IP like Eden, premiered at Illuminate Adelaide. And, most recently, Vikings and Becoming Marilyn Monroe. Opera to world expo to owned IP to immersive exhibition, everyone of them held to the same line.

This is where irreplaceable stops being flattery and turns literal. Strategy you can write down. A framework you can copy by Friday. What cannot be reproduced is an instinct calibrated for years against that range, stress-tested in rooms where it either worked on alive audience or did not, and still intact at the end, still asking the same uncomfortable thing.

She did not join TSC so much as merge into it. In 2025 flora&faunavisions became one of the four companies that fused into the new company, and she came with it, as a founder rather than a recruit. Today she sits on the board as Chief Strategy Officer and keeps Originals under her care, where the “Designed by flora&faunavisions” credit lives on. Which means that instinct no longer shapes one company’s output. It sets how all four of TSC’s disciplines build their worlds, from the center of the building rather than one corner of it.

For a company like this, that placement is the whole game. A brand is the sum of the experiences that live in people’s minds, and consistency is the asset. The promise to make something genuinely land, every time, only holds if the person with an unbluffable answer to does this land sits at the center, not off to one side. The difference between a standard written in a guide and a standard that actually gets enforced is usually a single person. Here it is this one.

The architecture diploma, decades on, looks less like a wrong turn than a first draft. She was always going to end up deciding how a room makes a stranger feel. The only thing that changed is the scale.

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