Architecture & Engineering Business Strategies

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

Imagine your company’s operations working so smoothly that it’s like you’re a hive mind. Sharing data and knowledge. Anticipating next steps. Solving problems with surgical precision. As COO of Voyansi, a building intelligence firm, Libo Li helped create a data-centered operations program that looked a lot like that.Interview TakeawaysMake better decisions with building intelligenceUse tech tools to free up time for connectionBuild data-centered operationsBuild a hive mindEvaluate and own your solutionsStick to small, surgical fixesGive people the right tools to fix a problemCapture reality in 3DMap unknown space3 intuitive tools for redesigning operationsShare knowledge across your companyGive permission to fail through iterationShow LinksCheck out VoyansiFollow Voyansi on LinkedIn or TwitterCheck out Libo’s new company, Katalyst DIConnect with Libo Li on LinkedIn or TwitterConnect with George Valdes on LinkedIn or TwitterCheck out MonographFollow Monograph on LinkedIn or InstagramListen and read more about Monograph

When you start your own architecture firm, you’re in for the ride of your life. You quickly need to learn how to put together a successful team, partner with the right clients, and save money for a rainy day. Idan Naor learned all of this through trial and error when he started Idan Naor Workshop. The passage of time has allowed him to appreciate good advice and follow his intuition.Interview TakeawaysThink of your career like riding a bikeOrchestrate your teamSeek out a mentorGet your team on the same pageLet people excelFind the sweet spot between creative and technicalConsider the client, the interest, and the feePrepare for booms and bustsBe selective with projectsFollow your intuitionSet up client onboardingOrganize your business differentlyShow LinksCheck out Idan Naor WorkshopFollow Idan Naor Workshop on InstagramConnect with Idan Naor on LinkedInConnect with George Valdes on LinkedIn or TwitterCheck out MonographFollow Monograph on LinkedIn or InstagramListen and read more about Monograph

There is a saying that you don’t become a good architect until you’re 60. But what if it doesn't have to take that long to acquire major skills and hit career milestones? There is a sizable learning gap in architecture. Marc Teer, CEO and founder of Black Spectacles, is on a quest to close that gap by delivering on-demand software education, test preparation, and career development resources that can push you to the next level.Interview TakeawaysSolve the software learning problemImprove test prepHelp architects throughout their careerFollow your passionNarrow your options through your purposeUse values to evaluate candidatesKeep everyone swimming in the same directionGive people a tool for making decisionsGo remote to clear hiring roadblocksLearn from the master/apprentice modelDemocratize learningMake skills attainable earlierShow LinksCheck out Black SpectaclesFollow Black Spectacles on LinkedIn or TwitterConnect with Marc Teer on LinkedIn or TwitterConnect with George Valdes on LinkedIn or TwitterCheck out MonographFollow Monograph on LinkedIn or InstagramListen and read more about Monograph