Architecture & Engineering Business Strategies

The world of architecture is getting more interesting—and complicated—by the day. Sometimes the best way to tackle your projects is to loop in specialists and consultants who have both the skill and network needed to get the job done. Amy Baker is a spec writing consultant and freelance architect who loves digging deep into the “nerdy” side of projects. Chris O’Hara is a founding Principal of Studio NYL, a group of structural engineers and facade designers. Amy and Chris teamed up to walk us through what specialists do, and how they can work to help firms like yours.Interview TakeawaysAssign someone to capture big decisionsExpect consultants to interview youDon’t wait until the last minute to involve consultantsRethink the project bidding processLet consultants act as translatorsConsultants can help lock in specific products and vendorsBenefit from consultants who are doing constant research & developmentLet consultants speak their own languagePrioritize a holistic project viewDon’t be intimidated by consultantsNavigate the complexity of today’s construction industryUnderstand how consultant and manufacturer spec-writing comparesShow LinksCheck out Amy Baker Architect and connect with Amy Baker on LinkedInCheck out Studio NYL and connect with Chris O’Hara on LinkedInConnect with George Valdes on LinkedIn or TwitterCheck out MonographFollow Monograph on LinkedIn or InstagramListen and read more about Monograph

To design and construct the best building possible, you need to be intentional every step of the way. From honing your toolkit of best practices to creating SOPs to collaborating with other professionals, excellence is the name of the game. That’s the philosophy of Nick Schiffer, owner & CEO of NS Builders. In this interview, Nick shares his process and explains why the best results happen when builders and architects work side-by-side.Interview TakeawaysTake an intentional approach to design and constructionPursue excellence at all costsGet innovative when solving design problemsDon’t let builders rein in your imaginationAllow builders and architects to join forcesBring in a builder early onSeek out feedback to build better budgetsDon’t get stuck in the architecture status quoStandardize every process for accurate estimatesMeasure management successBe a risk-takerBuild a business that gives backShow LinksCheck out NS BuildersFollow NS Builders on LinkedInConnect with Nick Schiffer on LinkedIn or TwitterConnect with George Valdes on LinkedIn or TwitterCheck out MonographFollow Monograph on LinkedIn or InstagramListen and read more about Monograph

Real estate developers often keep their eye on the bottom line—for them, it’s all about how a property can make money. Architects, meanwhile, focus on design, but rarely have control over the built environment. But it’s possible to do both. Alloy Development is a hybrid architecture-development firm. Director of Construction Alexandra Militano joined us to explain how they’re equally focused on design impact and property value.Interview TakeawaysMake design a priority in developmentBalance design and construction knowledge to cut back on adjustmentsBring out the best in a locationInvest in amenitiesTreat the community as a stakeholderLearn real estate development by doing itCultivate investorsAdd to the five phases of architectureUnderstand the client’s frustrations with timeBuild relationships at the construction siteUse a construction manager to bridge gapsShow LinksCheck out Alloy Development and follow them on LinkedInConnect with Alexandra Militano on LinkedInConnect with George Valdes on LinkedIn or TwitterCheck out MonographFollow Monograph on LinkedIn or InstagramListen and read more about Monograph

There are many ways to grow an architecture firm, and many values that can guide you along the way. But one quality in particular will allow your firm to grow and evolve far into the future: generosity. In this episode Alan Maskin and Jerry Garcia, principals at Olson Kundig, told us how the spirit of generosity has influenced their growth over several decades and runs through their team today.Interview TakeawaysDesign your office to reflect who you areCreate space for group discussionKeep crits alive in the pandemicMake education a priorityLook for passion in designPay attention to the elephants in the roomBring in experienced architectsDon’t try to do it allGrow to accommodate interesting projectsBusiness-focused leadership relieves a burdenUse crits to learn in real-timeEncourage design evolution with critsShow LinksCheck out Olson KundigFollow Olson Kundig on LinkedIn or TwitterConnect with Alan Maskin on LinkedIn or TwitterConnect with Jerry Garcia on LinkedInConnect with George Valdes on LinkedIn or TwitterCheck out MonographFollow Monograph on LinkedIn or InstagramListen and read more about Monograph

For an architect hoping to own their own firm one day, there are two paths available. One is the traditional path: starting your own firm from scratch. The other is to buy an existing firm and transition into its new owner. This second option is less talked about, but with the rate of Baby Boomers retiring, it will become more and more important to the future of architecture. Leah Bayer and Kate Conley recently took that path, and created a new partnership at the established firm OJK Architecture.Interview TakeawaysMap out a partnershipBalance strengths and weaknessesGet to the important work fasterCreate a buyout plan that works for both partiesFind paths for new ownersShift firm cultureUse tech to build a remote cultureWelcome asynchronous talentMake more spaces for conversation and collaborationStay local even when you’re remoteContinue relationships with foundersFeel legitimate as a fully remote firmShow LinksCheck out OJK ArchitectureFollow OJK Architecture on LinkedInConnect with Leah Bayer on LinkedIn or TwitterConnect with Kate Conley on LinkedInConnect with George Valdes on LinkedIn or TwitterCheck out MonographFollow Monograph on LinkedIn or InstagramListen and read more about Monograph

Shane Balcom joined Rossmann Architecture in July 2020 and hasn’t looked back. Since Balcom’s arrival, the Ottawa-based firm has seen its revenue triple and the size of its team double, thanks in part to the leadership principles the managing director has brought to the table. In a conversation with Monograph’s Best Practice co-hosts Chris Morgan and George Valdes, Balcom discussed the role company culture plays in the health of a company’s bottom line, how routine has created a needed sense of stability, and the best practices he’s instituted to make Rossmann a thriving firm.Interview TakeawaysStreamline decision-making to help increase revenueCulture is an essential part of company growthVertical leadership structure is still importantUse weekly one-on-ones to create stickinessHow retaking control in project management shapes strategyInstitute a ‘forecast rhythm’ to help with planningThe value of staying consistentTransparency and respect go hand in handUnderstand the role work plays in people’s livesThe power of delegationPay incentives can help bolster company cultureSource ideas from everyoneShow LinksCheck out Rossmann Architecture Inc.Follow Rossmann Architecture Inc. on LinkedInConnect with Shane Balcom on LinkedInConnect with George Valdes on LinkedIn or TwitterCheck out MonographFollow Monograph on LinkedIn or TwitterListen and read more about Monograph

The common issues that architects struggle with -- getting paid, project control, long hours -- have been around since the dawn of the profession. There are traditional ways of working that have remained in place even as the world rapidly changes. But Jacob Reidel of Saltmine thinks it’s time to embrace a different way of practicing. His take? Firms should close the loop between design and outcomes, build teams that focus on customer success, and accept that design doesn’t have to be king.Interview TakeawaysDive deep into architecture subjectsTrace present issues to the pastEmbrace different ways to practice architectureClose the feedback loop between design and outcomesBridge the gap between design, delivery, and salesDesign doesn’t have to be kingExpand your professional vocabularyMake a path for researchersConnect the dots with a customer success teamMake room for customer success in practiceTie performance bonuses to NPSUse data to measure building performanceShow LinksCheck out SaltmineFollow Saltmine or LinkedInConnect with Jacob Reidel on LinkedIn or TwitterConnect with George Valdes on LinkedIn or TwitterCheck out MonographFollow Monograph on LinkedIn or InstagramListen and read more about Monograph

Your firm can’t deliver incredible projects without a great team working in the wings. Building and leading a team is an art form in and of itself. It requires transparency, setting clear milestones, and providing room for talent to grow. Adam Ruffin is doing just that with his two partners at ARCHITECTUREFIRM, a small design firm that is split between two locations and adeptly managing remote work. Adam shared how they are creating a unified vision while being physically separated, how he approaches leadership, and the steps they’re taking to develop a formative culture while growing the business.Interview TakeawaysLearn to do things at a small scale firstDevelop one office voiceSave costs with tech toolsQuestion iterationLet the sense of place shineHire people you like and give them room to growWork with a business directorSpread company information however you canForm partnerships with vetting and teamworkTake initiative if you want to move upCreate normal tiers for growthExplain the process to clients and use feedbackShow LinksCheck out ARCHITECTUREFIRMFollow ARCHITECTUREFIRM on LinkedIn or TwitterConnect with Adam Ruffin on LinkedIn or TwitterConnect with George Valdes on LinkedIn or TwitterCheck out MonographFollow Monograph on LinkedIn or InstagramListen and read more about Monograph

Buildings are more than a design made real. They are a collection of data. Firms that leverage that data in their organization will be able to adapt and grow and thrive in the future. But the key to doing so doesn’t lie in the technology tools themselves; it lies in the people in your firm. Architect, author, and professor Randy Deutsch explained how becoming a data-driven company is important for survival. It all starts with building a culture that empowers people, lifts up “superusers,” and puts human needs before technology.Interview TakeawaysWelcome superusersRelieve anxiety with new org chartsBecome information intermediariesCreate a new model for the professionSeek change in startupsShift culture during economic downturnsMake things, don’t just design themEmbrace automationFocus on the problem to solve, not the technologySee people as humans, not toolsAdapt by looking to the future and the pastPut people before dataShow LinksCheck out Deutsch InsightsConnect with Randy Deutsch on LinkedIn or TwitterConnect with George Valdes on LinkedIn or TwitterCheck out MonographFollow Monograph on LinkedIn or InstagramListen and read more about Monograph

Favor technical knowledge over soft skillsBecome more open-mindedAccept embarrassment as part of the jobChoose between good optionsDraw to communicate design intentNegate risk by understanding the technical stuffEmbrace continued professional developmentSlowly expand your building science vocabularyLearn how projects are financedShow LinksCheck out Building Science Fight ClubConnect with Christine Williamson on InstagramConnect with George Valdes on LinkedIn or TwitterCheck out MonographFollow Monograph on LinkedIn or InstagramListen and read more about Monograph