Architecture & Engineering Business Strategies

You can be fully booked and still feel like the numbers don't add up. The 2026 A&E Benchmark Report from Monograph shows exactly why, and which firms have figured it out.Ashish Desai, CEO of Monograph, joins Mark LePage to walk through the data on what separates high-performing architecture firms from the rest. The gap isn't in design quality or demand. It's in how efficiently firms convert time into revenue, and revenue into cash.What you'll learn:→ Why AI-enabled firms earn $20K more per employee on $5K more in cost→ The three levers every firm leaks value through: utilization, realization, and cash flow→ How top firms hit 100% realization while the average firm loses 4 cents on every billable dollar→ Why billing monthly is the single highest-impact change most firms can make→ How enabling e-payments cuts time to get paid from 6 weeks to 8 daysAshish Desai is CEO of Monograph, the firm management platform used by 2,200+ architecture and engineering firms to win more work, deliver projects profitably, and get paid faster. He previously served as CPO at Monograph and CPO at 99designs.Download the 2026 A&E Benchmark Report at monograph.com/benchmark. Learn more at monograph.com.

Why don't Architects sketch with clients anymore? And why don't Engineers invest in teaching their Architect collaborators? These two Austin firms have revolutionized collaboration by front-loading coordination, using paper to build trust, and aligning billing phases perfectly.In this episode, you will learn:→ Why front-loading structural knowledge eliminates late-stage coordination disasters→ How paper sketching prevents "too precious" client paralysis in early phases→ The transparent billing model that forces perfect architect-engineer phase alignment→ Why trust reduces process steps and speeds project delivery→ How to break the linear design-coordinate-redline cycle that burns monthsMeet our guests:Maggie Wylie, AIA, is founder of Point B Design Group in Austin, Texas, specializing in residential and commercial projects with a focus on collaborative efficiency. Moises Cruz is principal structural engineer at A-1 Engineering, bringing military training and forensic expertise to prevent construction failures. Together, they've completed 6 projects with 4 more in progress.Ready to monitor your business health and make smarter decisions about when to hire, find work, or pull back? Join over 12,000+ Architects and Engineers on Monograph!  Get started at https://monograph.com

In this episode, two ex-corporate architects explain how running their own business actually meant less admin than being employees at a large company.What you'll learn: → Why small firms can now punch above their weight with the right tools → How to set up professional operations in 30 days instead of months → The payment processing strategy that gets you paid in 27 days → Why custom corporate tools often create more problems than they solve → How to focus on design work instead of managing business systemsDanielle Elzahr and Bryan Anthony Alzati are the founding principals of Rescale Design Collab, a boutique architecture and interiors firm in Miami. They left successful careers at a large corporate firm to build a practice that prioritizes design over administrative overhead. With three people and a network of production partners, they work with commercial clients while maintaining the personal attention only small firms can provide.Ready to build professional operations from day one? Learn more at monograph.com

Creating the perfect restaurant vibe requires controlling air temperature, velocity, day lighting, and acoustic quality all at once, but most architect-engineer teams can't coordinate at this level.In this conversation, you'll hear how these Austin-based firms have sustained their decade-plus partnership working on everything from P. Terry's locations to the iconic Headliners Club renovation. They share their approach to early MEP integration, project selection criteria that protect both profitability and design ambition, and the trust investment required to learn each other's design language.What you'll learn:→ Framework for selecting projects that balance financial viability with design ambition→ Why bringing MEP engineers into conceptualization prevents expensive redesigns→ How to achieve precise technical coordination for hospitality experiences→ Trust investment strategies for building decade-plus consultant partnerships→ Real-time collaboration challenges and timing protocols that actually workAbout the guests:Michael Hsu, FAIA leads Michael Hsu Office of Architecture, a nationally award-winning practice in Austin focused on hospitality-driven projects. His design philosophy roots in empathy, storytelling, and aesthetic connection to culture and nature. Eric Zissman and Sujay Regmi co-founded APTUS Engineering, a performance-driven MEP firm known for service-oriented culture and collaborative approach across commercial, healthcare, and educational sectors.Ready to improve your project coordination? Monograph helps architecture and engineering firms track projects, manage resources, and collaborate more effectively. Learn more at https://monograph.com/

Architecture firms often accept any project that comes their way, but what if you could use data to choose only the clients who value your expertise?In this episode, you will learn:→ How to replace fragmented spreadsheets with unified financial tracking systems→ Why historical project data transforms proposal accuracy and profitability→ How to identify profitable vs. unprofitable project types using past performance→ Unexpected scheduling benefits for firms with mixed employment models→ How financial clarity gives you confidence to price appropriately and choose better clientsMeet Wendy Klepcyk, AIA, Principal Architect at Envisage Architecture, a 8-person Cincinnati firm that evolved from reactive project acceptance to strategic client selection through three years of data-driven decision making.Ready to gain financial clarity like this Architect? Learn more at https://monograph.com

Most architects treat engineers like a service you hand work to, but what if your breakthrough moments happen when you start conceptual conversations before making any structural decisions?What you'll learn:→ Why bringing consultants to the table "as quickly and early as possible" unlocks structural innovation most firms never discover→ How to reject the three-legged stool myth and achieve budget, schedule, AND quality through honest upfront planning→ The resource coordination system that prevents "everyone else's fires from becoming your fire" across multiple firms→ Why picking up the phone beats endless teams chats for solving complex design problems fast→ How fifteen-year professional partnerships enable vulnerability and breakthrough collaborationIn this episode: Ken and Jeff reveal how their fifteen-year partnership transforms projects through early integration, transparent resource planning, and maintaining human connection in an increasingly digital world. From conceptual conversations about "what the building wants to do" to weekly coordination meetings that prevent project chaos, this episode challenges every assumption about how architects and engineers should work together.Guest Bios:Ken Andrews is a principal and partner at Arch11 in Boulder and Denver, delivering artful and resilient design across residential, commercial, and institutional scales for over 20 years.Jeff Myers is an executive principal at KL&A Engineers and Builders, a 30-year-old firm generating $40-50 million annually across five Rocky Mountain offices. With 25 years of structural engineering experience and an architecture degree, he brings unique dual-discipline perspective to collaborative practice.Ready to transform your consultant relationships? Visit https://monograph.com to see how over 12,000 architects and engineers coordinate resources and manage projects.

Architects don’t design alone. But real collaboration between firms? That’s the hard part.In this episode, you’ll learn what it actually takes to run successful projects across architecture and engineering teams, such as:→ How to build trust between teams and clients→ How to structure timelines across consultants→ How to handle late invoices, design surprises, and municipal curveballs→ The role of tools like Revit, Monograph, and Deltek→ How to manage 384 active projects without burning out→ What’s changing next in A&E collaborationBe sure to listen until the end to hear the mistakes that taught them how to work smarter together.About our guests:💜 Studio GWA: A 14-person firm focused on adaptive reuse and urban planning, led by Jennifer Spencer and Aaron Holverson.💜 Angus-Young: A 60+ person full-service architecture and engineering firm, led by a team of principals, including Steven Genin.💜 Hosted by Monograph. Project management software built for architecture and engineering teams. Curious about Monograph? Get started -> https://monograph.com/book-a-demo

A&E project collaboration sounds great–until projects go over budget, scope gets muddy, and no one's sure who's doing what.In this episode, two award-winning design firms share how they actually make collaboration work: → How to staff and structure projects across two firms → How to run weekly planning and manage deadlines → How to divide scope, run client meetings, and stay on track → What tools to rely on: Slack, trace paper, Monograph, and more → How should Architects + Landscape Architects work together?Make sure to listen until the end to hear what they'd never do again!In this conversation, you'll hear about:How Shape and Super Bloom started working togetherWhat kind of projects each firm focuses onHow many projects they're working on at onceHow they structure projects across teamsHow they structure their time week to weekHow they handle client interactions and site meetingsWhat tools they use for team collaboration and designHow architects and landscape architects should work togetherWhat project really tested their collaboration—and how they handled itThe most unexpected thing that helped them collaborate betterWhat architects misunderstand about landscape architects—and vice versaWhat ways of working they'd never go back toQ&A: Is collaboration worth the budget risk for better outcomes?Q&A: When did they adopt Monograph, and why?🟡 Shape Architecture is a Colorado-based firm recently recognized as the 2024 AIA Colorado Young Firm of the Year. Led by Principals Steve Scribner and Morgan Law, they focus on creating high-performance, site-connected buildings across the Mountain West.🟢 Superbloom is a landscape architecture studio recently awarded a 2024 ASLA Colorado Merit Award for their innovative, climate-adaptive designs. Led by Principals Stacy Passmore and Diane Lipovsky, the team focuses on connecting people to landscapes in ways that are meaningful and resilient.💜 HOSTED BY MONOGRAPH The easiest project management software for Architects & Engineers. Get started now: https://monograph.com/book-a-demo

Unbilled hours. Constant firefighting. Are broken systems holding back your A&E firm? In this episode, you’ll learn a simple question to find broken systems and get a concrete example of how a 10-person structural engineering firm in Florida grew profits by 25% after switching from Excel to Monograph. Key takeaways:Ask your team to perform the same task—if their results differ, your systems lack consistency and need fixing.Use tools that visually show budgets, workloads, and schedules to make faster, more confident decisions.Implement systems that automatically track billable hours and improve communication to recover lost revenue.Need to streamline your firm? Visit monograph.com to get started.

Many architects and engineers struggle to manage their business, from staying on top of budgets to streamlining invoicing and forecasting. In this episode, we explore how Workbench, a California architect-developer + design-build  firm, transformed their operations. By switching to Monograph from BQE Core + Smartsheets, they reduced unbilled fees by 75%, cut their billing time from 20 hours a month to just 4 hours, and sped up staffing and scheduling for their team by 8x.In this episode, you'll learn:How to give your team real-time clarity on project budgets and schedules.How Monograph simplifies invoicing, forecasting, and staffing adjustments.How better tools can help reduce inefficiencies and improve team productivity.Workbench used Monograph to save time, improve transparency, and focus on growing their business. If you’re ready to spend less time managing spreadsheets and more time doing the work you love, this episode is for you.Want to learn more? Visit monograph.com to book a demo today!

Many architects and engineers feel overwhelmed by the business side of their work. In this episode, we explore how Workshop/APD, a leading multidisciplinary design firm, tackled these challenges and grew their team by 78% with Monograph.In this episode, you’ll learn:How to align your team with real-time project and financial data.How to take control of your firm’s financial health using tools designed for architects.How to build a culture of accountability that empowers your entire team.If you’re ready to solve the business challenges in your firm and scale with confidence, this episode is for you. Listen now and discover actionable strategies to grow your firm while staying focused on what you love—design.Want to learn more? Visit monograph.com to book a demo today!

Meet Garrison Architects — a Brooklyn-based architecture firm that specializes in sustainable, modular building design through highly refined modernist aesthetics across private residential and large scale public projects. In 2023, the firm left ArchiOffice for Monograph to streamline and improve project tracking, staffing, and billing, while reducing the cost associated with managing their systems by 50%.Here's what happened: Before Monograph- +$34k annual cost on project management and billing systems- 40-48 hours a month on monthly invoicing- 45-60 days time-to-paymentAfter Monograph- 50% reduced cost on project management and billing systems- 66% less time on monthly invoicing- 2.6x faster time-to-paymentRead the story here - https://bit.ly/49nlNJpNew to Monograph? Start here - https://bit.ly/4bI3S1N

Meet the design-build firm Woodhull — an integrated architecture, construction, and millwork firm delivering thoughtful and enduring residential and commercial projects throughout New England. Their holistic ethos and business model relies on transparency, communication, and collaboration to drive successful internal operations. Everything starts with the 80 active projects in Woodhull's 25-person design studio, which switched from BQE Core to Monograph to improve speed and accuracy across the entire business.Here's what happened: Before Monograph- 4-6 hours per week on reporting latest project schedules- 5-10 days invoicing process due to back-and-forth between PMs and bookkeeper - 50% errors on retainer fee invoicing, causing client refundsAfter Monograph- 95% less time preparing project reports for firm owners- 53% faster monthly invoicing process- 100% error reduction on retainer invoicing, avoiding client refundsRead the story here - https://bit.ly/3OBJ7LjNew to Monograph? Start here - https://bit.ly/3w8y4mx

Systems are essential to organizing your workplace and maintaining order during a project. But how can you build systems to win new work? In this Best Practice interview, MVRDV Managing Director Inger Kammeraat and Strategy and Development partner Jan Knikker explained how they structure their firm to facilitate a healthy pipeline of new projects. They talked about how they use PR to drive business development, how they balance profit with their mission and how they close the cycle at the end of each project.Interview TakeawaysDocument new systemsBuild a supportive cultureDon’t kill creativityUse PR to showcase your winsClose the project cycleCheck in regularlyAlign with the client’s goalsBalance profit with missionOverbook your projectsSet boundariesShow LinksConnect with Jan Knikker on LinkedIn or TwitterConnect with Inger Kammeraat on LinkedInCheck out MVRDVConnect with George Valdes on LinkedIn or TwitterConnect with Chris Morgan on LinkedIn Check out MonographFollow Monograph on LinkedIn or InstagramListen and read more about Monograph 

Forming the identity of a young business is difficult. Whether you’re branching off from a parent company or launching your own startup, without a consistent set of principles and practices, it can feel like you’re living in the Wild West. If you want your business to flourish, you need to establish law and order—namely, a consistent set of workflows and processes that will keep everyone on the same page. In this Section Cut interview, Adam Gayle, Director of Architecture at Level Architecture + Interiors, shared how you can help your business level up by organizing your practices and processes.Interview TakeawaysEstablish your identityCreate consistencyStart with good documentationGuide your employeesGet the right peopleBe transparentIdentify your weaknessesBreak down projects by phasesForm intentional habits Generate staff buy-inShow LinksConnect with Adam Gayle on LinkedInCheck out Level Architecture + InteriorsConnect with Nathan Malone on LinkedInCheck out MonographFollow Monograph on LinkedIn or InstagramListen and read more about Monograph 

One challenge architects face is the pressure to deliver their signature creative style while also serving the client’s needs. This push-and-pull relationship between creative practice and professional service never goes away, but there are a few tactics you can use to help strike a balance. In this Section Cut interview, Principal Steve Perce of bldg.collective explored how to deliver an excellent client experience while also honoring your creativity. He talked about the importance of guiding the conversation, educating them throughout the process, and creating moments of delightful design.Interview TakeawaysGet in the right mindsetGuide the conversationConnect over creative opportunitiesCreate moments of delightful designCommunicate the impact of client decisionsAlign on goals and schedulingEducate clients through the processTailor your conversations to the clientTreat your work as an ongoing practiceBalance creativity with feasibilityShow LinksConnect with Steve Perce on LinkedIn or TwitterCheck out bldg.collectiveConnect with Nathan Malone on LinkedInCheck out MonographFollow Monograph on LinkedIn or InstagramListen and read more about Monograph 

Industry expectations and standards are constantly shifting. If you want your company to keep up, you have to adjust with the changing times. But to be ready for whatever lies ahead, you have to institute a flexible, agile mindset within your company and be ready to adapt to new practices. In this Section Cut interview, Lorena Galvao, co-founder of Defining Design Practice, shared her experience working in the changing architectural industry and how companies can prepare for future shifts.Interview TakeawaysSpend your time wiselyPrepare tomorrow’s leadersFind communityRecapture your market shareThink forwardFocus on innovationGive opportunities to younger peopleKeep adaptingDiscover your nicheFind your communication channel Show LinksConnect with Silvia Lee on LinkedInConnect with Lorena Galvão on InstagramCheck out MonographFollow Monograph on LinkedIn or InstagramListen and read more about Monograph 

The client experience is at the heart of architectural work. Delivering an attentive experience through every phase is what will lead to a happy client,  repeat business, and referrals for your firm. In fact, this experience starts before you even land a client. Becoming in tune with your potential clients’ feelings, thoughts, and questions will help you to meet them where they are. In this Section Cut session, Lucas Gray and Dena Alspach of Charrette Venture Group explained how delivering an excellent client experience from day one is what will elevate the relationship with your client beyond a transaction.Interview Takeaways:Get in tune with potential clients’ feelingsNurture the client relationshipSet the right expectationsStrengthen your onboarding processFind the best way to share documentsDocument when you reach milestonesReach out to the client regularlyShow where the money is goingGet feedbackCheck in annually after a project closesShow LinksConnect with Lucas Gray on LinkedIn or TwitterConnect with Dena Alspach on LinkedIn or TwitterCheck out Charrett Venture GroupConnect with Joann Lui on LinkedInCheck out MonographFollow Monograph on LinkedIn or InstagramListen and read more about Monograph 

When growth is rooted in community, it becomes self-sustaining. At landscape architecture firm Studio Balcones, Principal Jennifer Orr and Office Manager Tiffany Rasco believe that being active in their community is essential to their firm’s growth and success. In this Best Practice interview, they talk about the importance of educating others by collaborating with project partners, applying for community certifications, participating in diversity programs, and teaching clients throughout the process to ultimately create designs rooted in the local landscape.Interview TakeawaysCreate designs rooted in existing ecologiesDesign for the soil in each neighborhoodAlign with the project partnersGet involved in community programsBe prepared to wear multiple hatsWork with the landscape, not against itEducate clientsHire the right amount of handsBuild systems as you growHave the confidence to try something newShow LinksConnect with Jennifer Orr on LinkedInConnect with Tiffany Rasco on LinkedInCheck out Studio BalconesConnect with Silvia Lee on LinkedInConnect with Nathan Malone on LinkedIn Check out MonographFollow Monograph on LinkedIn or InstagramListen and read more about Monograph 

Studio-based organizations can prevent architects from getting their hands on a variety of projects and experiences. Ennead Architects takes on a whole range of different scales, different typologies, and different locales in their projects. They see that as the dream training of an architect. Their teams are able to share ideas and transfer skills through this spectrum of projects. In this episode, Ennead partners Molly McGowan and Thomas Wong discuss how they manage all of their diverse civic projects, build teams, and define success.Interview TakeawaysBuild better architects with diverse projectsMerge business and creative goalsHelp clients make the right decisionsBuild trust and relationshipsBe proactive about filling in where neededStaff team strategicallyRely on peers for validation and inspirationCreate a lasting impactCultivate a culture of client serviceHave a tech leader on each teamShow LinksConnect with Molly McGowan on LinkedInConnect with Thomas Wong on LinkedIn Check out Ennead ArchitectsConnect with George Valdes on LinkedIn or TwitterConnect with Silvia Lee on LinkedIn Check out MonographFollow Monograph on LinkedIn or InstagramListen and read more about Monograph 

In the architect-led design-build model, the architect is responsible not only for design but for construction as well. This represents a major shift from the traditional design-bid-build way of building projects. Yet it offers unique advantages on both the architect and client end, say Thomas Gluck and Stacie Wong, both principals at Gluck+. Most importantly, it makes for a smoother construction process and a better, beautiful building.Interview TakeawaysDesign for the buildBe the one point of contactScale by hiringPreserve what mattersAsk contractors for advicePrice early and oftenZoom in and outDiversity to problem-solveFeed your architecture addictionShow LinksConnect with Thomas Gluck on LinkedIn Connect with Stacie Wong on LinkedInCheck out Gluck+Connect with George Valdes on LinkedIn or TwitterConnect with Chris Morgan on LinkedIn Check out MonographFollow Monograph on LinkedIn or InstagramListen and read more about Monograph 

Many traditional architecture practices are no longer sustainable. Firms that want to lead the path into the future will need to adopt new ways of thinking. In this Best Practice interview, Christian Stayner, Principal of Stayner Architects, explains how expanding your services, collaborating with consultants, and systemizing client interactions can help you create new models for the future of the industry.Interview TakeawaysCompartmentalize how you present your practiceShowcase projects that attract your ideal clientsFind alternative approaches to your practiceOffer wrap-around servicesExpand beyond hourly servicesContinue your education to supplement your servicesCollaborate with consultants who lend credibilityResearch and develop your own passion projectsSystemize client interactionsAddress the limitations of hourly workShow LinksConnect with Christian Stayner on LinkedInCheck out Stayner ArchitectsConnect with George Valdes on LinkedIn or TwitterConnect with Chris Morgan on LinkedIn Check out MonographFollow Monograph on LinkedIn or InstagramListen and read more about Monograph 

When unexpected opportunities arise, sometimes it’s best to say yes and figure it out later. But in order to see the project through, you need to understand how to get to the finish line successfully. In this Best Practice interview, Nik Lahiri of Essel Environmental explores how to understand your metrics for success, know where you get your energy from, and set expectations for project milestones to build lasting client relationships.Interview TakeawaysSay yes and figure it out laterUnderstand your role and metrics for successHire professionals from different experience levelsDon’t try to make it up in volumeDon’t equate past performance with future resultsKnow where you get your energy fromAvoid making assumptions that limit your businessMeet your potential clients where they already hang outShow appreciation when your team goes above and beyondSet expectations for project milestones upfrontShow LinksConnect with Nik Lahiri on LinkedInCheck out Essel EnvironmentalConnect with George Valdes on LinkedIn or TwitterConnect with Chris Morgan on LinkedIn Check out MonographFollow Monograph on LinkedIn or InstagramListen and read more about Monograph 

Not every architect should start their own practice. It comes down to how you want to spend your time. If you want to spend most of your time being an architect, don’t start a practice. Starting a practice requires you to spend time on business processes, marketing, sales, and most of all, thinking about money. From setting fees to planning for the future, there are many financial decisions you’ll have to make right from the start. In this Best Practice episode, Marilyn Moedinger, founder of Runcible Studios, shares her expertise on the money side of starting your own practice.Interview TakeawaysDetermine whether you should start a practiceDon’t lead with a sales pitchCrowdsource informationAccount for non-billable hoursChange to project feesShow them what they’re gettingPull the levers of efficiency and price raisesExperiment in the first 5 yearsKeep a cash reserveTalk money right awayShow LinksConnect with Marilyn Moedinger on LinkedIn or TwitterCheck out Runcible StudiosConnect with George Valdes on LinkedIn or TwitterConnect with Chris Morgan on LinkedIn Check out MonographFollow Monograph on LinkedIn or InstagramListen and read more about Monograph 

Developers need a steady pipeline of projects to keep their businesses thriving. That means juggling multiple projects that are in various stages, from design to starting construction, to completing construction. To stay on target, you’re always balancing what you’re working on now with what comes next. In this episode, Scott Shnay of SK Development told us the rules they follow to steadily feed that pipeline while keeping their work top-notch, like working with great partners and sticking to your convictions.Interview TakeawaysUse non-union contractors to elevate designHave conviction in your decisionsFind architects through referralsKeep the development pipeline fullPartner with a large teamOffer turnkey services as an architectStick to your tasksRely on help if it’s a new type of projectFind people who approach projects like youStay ahead of new building trendsShow LinksConnect with Scott Shnay on LinkedIn Check out SK DevelopmentConnect with George Valdes on LinkedIn or TwitterConnect with Chris Morgan on LinkedIn Check out MonographFollow Monograph on LinkedIn or InstagramListen and read more about Monograph 

When you think about design, data probably isn’t the first thing that comes to mind. Yet, that’s exactly what you should be thinking about according to Bobby Fijan of Form Developers. Data, especially on the local level, offers invaluable insight into what people really want in a floor plan and what they’ll spend money on. That’s why you should seek out data early on as you begin a new project. Just keep in mind that it’s not the only important factor. Interview TakeawaysConsider the tenant experienceListen to the dataBe the expertSpeak the developer’s languageLet the city guide your designProve your expertiseShare online if you won’t in real life Measure to improveBe humbleRead the codeStart off product-orientedMake the inside countShow LinksConnect with Bobby Fijan on LinkedIn or TwitterCheck out Form Developers Connect with George Valdes on LinkedIn or TwitterConnect with Chris Morgan on LinkedIn Check out MonographFollow Monograph on LinkedIn or InstagramListen and read more about Monograph 

Burnout can decrease workplace efficiency, make employees sick, and even cause people to leave their careers. In the wake of the pandemic, workers are more likely than ever to suffer from burnout, so if you want to prioritize your health, you need to set firm boundaries to keep from wearing yourself and your employees out. In our first Roundtable discussion, four Monograph team members discuss what they do to maintain a healthy work-life balance and keep burnout at bay.Interview TakeawaysLook back to build a better futurePay attention to your peopleSpend your assets carefullyMaximize your time with toolsKnow when to say noControl your productivityArticulate your ideasWork smarterTake time for your mental healthFind supportive peopleDevelop a healthy work mindsetAdvocate for your needsShow LinksConnect with George Valdes on LinkedIn or TwitterConnect with Chris Morgan on LinkedIn Connect with Joann Lui on LinkedIn or TwitterConnect with Silvia Lee on LinkedInCheck out MonographFollow Monograph on LinkedIn or InstagramListen and read more about Monograph 

Owning the means and methods throughout the design and construction process can be challenging. This is especially true for new designers or architects who haven’t been involved in many projects before. How do you go about understanding your role, the client’s risk tolerance, and keep an open mind throughout the process? On Best Practice, NADAAA’s principals Nader Tehrani and Arthur Chang explain how they use collaboration and relationships with contractors to own the means and methods during each project.Interview TakeawaysCollaborate as a teamKeep an open mind throughout the design processBe flexible to other ideasUnderstand the role of the architect in the construction processNADAAA’s first experience with means and methodsDefuse the tension between designer and contractor with IDPEvaluate a client’s risk tolerance early onDemonstrate real world applications for studentsNew approach to the means and methods processShow LinksCheck out NADAAAConnect with Arthur Chang on LinkedIn Connect with Nader Tehrani on LinkedIn Connect with George Valdes on LinkedIn or TwitterConnect with Chris Morgan on LinkedIn Check out MonographFollow Monograph on LinkedIn or InstagramListen and read more about Monograph 

Business development is everyone’s job. Every employee, regardless of level or title, can and should do their part to propel their firm forward — to new clients, interesting projects, and positive PR. That’s what Carrie Villani and Doug Gonzalez of LERA believe. In a recent Best Practice episode, they talked about how marketing can naturally be incorporated into your workday, helping to grow both the firm and your individual career. Interview TakeawaysShare your network Business development is everyone’s jobKeep in touch with clientsBe consistent in marketingAlign your goals with your firm’sHandle lead inquiries yourselfRemind your network of your expertiseInvolve senior team membersBe upfront about problemsLearn the business of your businessBe the one who reduces stressGrow from withinShow LinksConnect with Carrie Villani on LinkedInConnect with Doug González on LinkedIn Check out LERAConnect with George Valdes on LinkedIn or TwitterConnect with Chris Morgan on LinkedIn Check out MonographFollow Monograph on LinkedIn or InstagramListen and read more about Monograph 

The Bureau of Overseas Building Operations has high standards to meet. The buildings they design have to be secure, functional, and stand the test of time. The embassies and other facilities they design are 50-year buildings. They have to withstand a place’s climate, fit in with the local culture, and confidently represent the U.S. as an open nation. In this episode, Curtis Clay, the OBO’s director of architecture, discusses how the bureau designs buildings that will become legacies—and how they keep the focus on the role the building will serve.Interview TakeawaysDesign resilient buildingsDesign for the futureHire secure firmsSolve problems beyond the briefUnderstand the local contextMake purposeful decisionsGauge when in person or virtual meetings are necessaryBring the private into the publicGo back to basic problem solvingLook at a variety of public sector rolesMake people comfortable in your buildingsSolve for constructability and maintainability before aestheticsShow LinksConnect with Curtis Clay on LinkedIn or TwitterCheck out Bureau of Overseas Building OperationsConnect with George Valdes on LinkedIn or TwitterConnect with Chris Morgan on LinkedIn Check out MonographFollow Monograph on LinkedIn or InstagramListen and read more about Monograph 

In architecture, as with almost any business, the environment you create in your office can make or break your team’s productivity. But with pandemic protocols forcing many businesses to work remotely, meaningful interactions and a positive workplace culture are even harder to cultivate—but still just as important. Colin Montoute, director of architecture at WXY Studio, and managing director Amy Hau, brought their expertise to the table during our latest Best Practice webinar to talk about how they build a positive workplace environment so their employees can thrive.Interview TakeawaysOver-communicate to keep expectations clearGive people opportunities to contributeBe willing to pivot to meet your client’s needsPartner with other companiesBuild trust with your clientsCreate dialogue with your communityHelp your clients plan their architectureEquip your team to succeedAdd value to your firmFrame your conversation around your client’s knowledgeHire team members who will elevate their colleaguesDelegate tasks according to people’s strengthsShow LinksConnect with Colin Montoute on LinkedInConnect with Amy Hau on LinkedInCheck out WXY StudioConnect with George Valdes on LinkedIn or TwitterConnect with Chris Morgan on LinkedIn Check out MonographFollow Monograph on LinkedIn or InstagramListen and read more about Monograph 

An architect’s role by definition revolves around the planning, designing, and construction of buildings. But Rick Joy, principal at Studio Rick Joy, doesn’t see it that way. He believes his role is to create a lifestyle, not a building. It’s taking the setting and landscape into account and bringing the best experience to life with what you design. It’s letting nature and light in and pushing inconveniences and burdens out. It’s talking a client out of building a house on a hilltop and instead down by the pond so they can easily watch their kids swim. In this Best Practice webinar, Rick and his Director of Communications, Taylor Garcia Dickson, discuss how that philosophy shapes their brand and is brought to life through their practice.Interview TakeawaysConnect to the world around youHold live-in workshopsBring diverse perspectives into your officeTune into each otherBe in sync with natureTreat nature as a luxuryCreate a lifestyle, not a buildingEnhance the experience of the projectBring customers around to your timelineStick to the work that makes your firm happyStay in the present of your practiceShow LinksConnect with Rick Joy on LinkedIn Connect with Taylor Garcia Dickson on LinkedInCheck out Studio Rick JoyConnect with George Valdes on LinkedIn or TwitterConnect with Chris Morgan on LinkedIn Check out MonographFollow Monograph on LinkedIn or InstagramListen and read more about Monograph 

Building a strong team sounds simple: put a bunch of talented people with complementary skill sets together in the same room. But in reality, there’s a carefully calibrated science to crafting a team that produces great work. On the latest Best Practice episode, Sara Lopergolo and Oliver Link from Selldorf Architects share their experience handpicking team members and facilitating collaboration. They end up with teams whose members not only work well together, but also teach and learn from each other. Interview TakeawaysClose the loopCheck in, but not too muchHire to fill a needDon’t rush into hiringFind employees who stick aroundSee the big staffing pictureDiversify your staff’s experienceStart projects with a small team Prepare for meetingsCollaborate with clientsListen & learnShow LinksConnect with Sara Lopergolo on LinkedIn or TwitterConnect with Oliver Link on LinkedIn Check out Selldorf Architects Connect with George Valdes on LinkedIn or TwitterConnect with Chris Morgan on LinkedIn Check out MonographFollow Monograph on LinkedIn or InstagramListen and read more about Monograph 

Strong leadership is the secret sauce of strong companies. You may be the most creative and most groundbreaking firm on the planet. But if your teams don’t work well together, if they spend too much time on the wrong parts of the process, and if they don’t keep clients happy—you’ll see subpar results. In this Best Practice interview, Holly Deichmann and Zoe Small, Associate Principals at Diller Scofidio + Renfro, share exactly how good managers can uphold the business: by empowering employees, setting up processes that manage client expectations, and maintaining just the right amount of anxiety to keep everyone on their toes. Interview TakeawaysEmbrace anxietyTake off some of your hatsDiffuse the smallest icebergs firstCap off the creative processGet input early onMake time for actual workBe persistent in your creativityRepurpose, rather than reinventShow, don’t just tellTake time to establish trust initiallyMatch the right people to the right projectPrep clients for their responsibilitiesShow LinksConnect with Zoe Small on LinkedIn Connect with Holly Deichmann on LinkedInCheck out Diller Scofidio + RenfroConnect with George Valdes on LinkedIn or TwitterConnect with Chris Morgan on LinkedIn Check out MonographFollow Monograph on LinkedIn or InstagramListen and read more about Monograph 

A technology-first firm is not one that merely uses the latest technology in their practice. It’s a firm that leverages that technology to allow collaboration in the sketching process all the way through a 3D experience. It’s having designers, project managers, technical architects, and software developers all working together to make things happen in tandem and instantaneously. Mancini Duffy is a firm that takes that collaboration seriously. In this Best Practice webinar, President Christian Giordano and CFO Bolanle Williams-Olley explain how that collaboration works through everything the firm does, including how they support their employees.Interview TakeawaysCreate a collaborative environmentCarry tech into the construction processMeet client expectationsHave a unique selling pointBond with your team to be a good leaderBring in changes graduallyFocus on revenue before optional thingsIncrease efficiency and salariesOffer vacation stipends and flexible hoursAsk for what you want in a firmFind a staffing procedure that works for your firmLook at things as you go and at the endShow LinksConnect with Christian Giordano on LinkedIn or TwitterConnect with Bolanle Williams-Olley on LinkedIn or TwitterCheck out Mancini DuffyConnect with Chris Morgan on LinkedIn Check out MonographFollow Monograph on LinkedIn or InstagramListen and read more about Monograph 

Digital is taking over the working world, and it’s time for your company to catch up. More and more, clients are clamoring for digital-based options, but many businesses are reluctant to shift their policies to accommodate new technology. On the latest Best Practice, Shane Burger, principal and director of technical innovation at Woods Bagot, shares how to accommodate digital culture at your workplace so you can keep up with the competition.Interview TakeawaysMake your data work for youModernize your thinkingBuild an experience with the clientPrioritize your client’s concernsHelp your people connectInvolve everyone in innovationOrganize your operationsCreate a positive community cultureCooperate to succeedPrepare for change nowDevelop your people’s abilitiesReduce your carbon footprintShow LinksConnect with Shane Burger on LinkedIn or TwitterCheck out Woods BagotConnect with George Valdes on LinkedIn or TwitterConnect with Chris Morgan on LinkedInCheck out MonographFollow Monograph on LinkedIn or InstagramListen and read more about Monograph 

Launching an office in a new city requires a solid operations team and a structured plan for growth. Moody Nolan’s New York City office started with four people just over a year ago and now it has 20. The secret to that fast success? Delivering high-quality projects to the clients you have. It’s the best marketing tool to achieve steady growth. In this Best Practice interview, Associate Principal and Director of NY Operations Latoya Nelson Kamdang and Senior Associate and Project Manager Dawne David-Pierre talked to us about launching operations in New York City and how they’ve grown with excellence.Interview TakeawaysFocus on the clients you haveInvolve PMs from the beginningApproach each client individuallyOffer diversity to a big cityLet the larger firm support youJustify staff growthHire senior-level employees firstMerge design into a businessUse office time to learn each other’s processesCollaborate in personShare clients and talent across officesCommunicate when clients’ values are misaligned with yoursShow LinksConnect with Latoya Nelson Kamdang on LinkedIn Connect with Dawne David-Pierre on LinkedIn Check out Moody NolanConnect with George Valdes on LinkedIn or TwitterConnect with Chris Morgan on LinkedIn Check out MonographFollow Monograph on LinkedIn or InstagramListen and read more about Monograph 

Midsize architecture firms face unique threats to their longevity compared to small and large firms. Mega firms seem poised to gobble them up, and it’s hard to compete with extra large firms that offer far more services. There’s also the issue of leadership transition. Many midsize firms that started off small and haven’t given enough thought to how they’ll evolve into the future with new leaders. Without a plan, there is no future. But all is not lost. In this Best Practice episode, Kirsten Sibilia, managing principal of Dattner Architects, discusses how midsize firms can do more than just survive. They can grow with health and vitality.Interview TakeawaysBe proactive against threats to midsize firmsAspire to a variety of workLet go of certain tasks in order to growGauge your success with KPIsUse your website to show who you areUse your website to amplify your brandApproach recruitment like marketingShare information and communicationRecognize marketing’s valueOpen up paths for leadershipCreate peer connections at larger firmsDefine your needs before hiringShow LinksConnect with Kirsten Sibilia on LinkedIn or TwitterCheck out Dattner ArchitectsConnect with George Valdes on LinkedIn or TwitterConnect with Chris Morgan on LinkedIn Check out MonographFollow Monograph on LinkedIn or InstagramListen and read more about Monograph 

The idea of a $20 billion budget can make your head spin. But in the right hands, that kind of funding can accomplish a world of good. That’s exactly the mission of Angel Dizon, Managing Director of the Bureau of Overseas Buildings Operations. While the government may get a bad rap from time to time, there’s a steady revolution happening from within the OBO department. Angel joined us on Best Practice to explain how an embassy is so much more than just a building, how his team goes about solving complex problems, and why working in government leads to more opportunity than meets the eye.Interview TakeawaysRecognize what you can accomplish with a billion-dollar budgetRemember that US buildings are symbolicThe Embassy EffectMake a positive social impactEducate others on the true meaning of architectureCreate buildings that can last for decadesHire people with passion and perseveranceIdentify future drivers of the built environmentThe professional perks of working for the governmentThe power of peer-to-peer collaborationRedefine “good enough for the government”Seek employees with a good attitudeShow LinksConnect with Angel A. Dizon, III on LinkedInCheck out the Bureau of Overseas Buildings OperationsConnect with George Valdes on LinkedIn or TwitterConnect with Chris Morgan on LinkedIn Check out MonographFollow Monograph on LinkedIn or InstagramListen and read more about Monograph 

You own your career trajectory. Whatever field you’re in, you have the power to make your work stand out, so clients take notice and want more. It takes a little daring and a strong stomach for risks (and the inevitable failure), says Gregg Pasquarelli, founding principal at SHoP architects. In this Best Practice interview, Gregg explains why as long as you pick yourself up and learn something from every project, you’ll keep advancing your business—and your industry—at the same time.Interview TakeawaysKnow the financials of your industryTell a compelling story Blow up the last 10%Get some skin in the gameTake risks to expand your opportunityGo the extra mileDon’t say “We can’t!”Do it yourselfPull the positive from failuresMitigate risk by doing a good jobSet aside time to rechargeGet your ideas out thereShow LinksConnect with Gregg Pasquerelli on LinkedIn Check out SHoPConnect with George Valdes on LinkedIn or TwitterConnect with Chris Morgan on LinkedIn Check out MonographFollow Monograph on LinkedIn or InstagramListen and read more about Monograph 

A growing number of firms are combining two major responsibilities into one role: chief operating officer and sustainability director. It’s a lot to juggle in a small firm, let alone a quickly growing one spread across multiple cities. But Allen Schaffer, COO and Director of Sustainability at Moody Nolan, has handled the two roles for almost two years now as they’ve expanded into new markets. In this Best Practice interview, Allen discusses the ways the two roles overlap and how they differ, how the firm is managing growth, and how success all comes down to having a plan and communicating.Interview TakeawaysFind the overlap in operations and sustainabilityJuggle the differences between two rolesLook internally for operations and sustainability rolesEngage in responsive architectureStrive for structured growthLean into diversityDeliver solutions to clients and your teamMonitor and adjust to stay on budgetUse communication to stay on trackCreate strategic plans for sustainabilityFind consultants who challenge youCare deeply and look for others who do tooShow LinksCheck out Moody NolanConnect with Allen Schaffer on LinkedIn Connect with Chris Morgan on LinkedIn Check out MonographFollow Monograph on LinkedIn or InstagramListen and read more about Monograph 

In the workplace, collaboration is the glue that holds a company together. But getting your employees to function as a cohesive unit is a unique challenge, especially in the design and architectural world. So how can you get a bunch of creative individuals to create solutions as a collective force? It begins with your workplace environment. In this Section Cut interview, Elaine Molinar, partner and managing director at Snøhetta, and Partner and Landscape Architect Michelle Delk share the importance of collaboration and how to encourage collective intuition in your business.Interview TakeawaysGood design won’t automatically equal financial successApproach design with a work-together mentalityLearn how to scale as an employerAim for work-life integration over work-life balanceOpposing viewpoints are equally valuableRefresh your mind by taking breaksGain second-hand experience through your peersCultivate a collaborative mindsetSet aside your individual point of viewLet go of the fear of looking foolishSet your design in motion through site planningNurture the next generationShow LinksConnect with Elaine Molinar on LinkedInConnect with Michelle Delk on LinkedInCheck out SnøhettaConnect with Chris Morgan on LinkedIn Check out MonographCheck out Section CutFollow Monograph on LinkedIn or InstagramListen and read more about Monograph 

Today’s business landscape calls for new and disruptive ways of doing things. You wouldn’t typically think of placing a software professional at the helm of an architecture firm. But that’s exactly what Rossmann Architecture did when they tapped Shane Balcom for the role of Managing Director. Thanks to new ways of operating from the ground up and the adoption of tech tools like Monograph, the team at Rossmann has grown from 14 employees to 33 in just one year. Interview TakeawaysThink outside your vertical to scaleDial in your tech deckEfficiency is good for businessIncentivize staff with bonus targetsGet into a forecasting rhythmAlign your company cultureBuild strong habits with MonographLet Monograph enable hyper-growthPivot structure as you growKeep ops on pace with billable growthDesign a different practiceShow LinksConnect with Shane Balcom on LinkedInCheck out Rossmann Architecture Inc.Connect with George Valdes on LinkedIn or TwitterCheck out MonographCheck out Section CutFollow Monograph on LinkedIn or InstagramListen and read more about Monograph 

When the focal point of your work is design justice, your processes look a bit different than the average design firm. For one thing, processes need to be simultaneously more efficient and also more unique. When you’re seeking diverse voices and shaping public spaces, steps like community outreach are complex and time-consuming, making efficiency key. At the same time, conducting radical thinking and seeking to overturn past injustices requires brand new modes of operation. Bryan C. Lee Jr. is the CEO and principal of Colloqate Design, a firm focused on shifting the power dynamics inherent in the built environment. In this Section Cut interview, he described the type of work Colloqate does, and why thinking about processes is so important. Interview TakeawaysUnderstand the implications of architectureAll power dynamics are tied to the landDesign justice requires radical thinkingThink outside of architecture processesServe diverse communitiesPrioritize the outreach processFocus on public spacesJustice is greater than equalityEngage with stakeholdersConsider the communities you serveThe value of efficient workShow LinksCheck out Colloqate Design Connect with Bryan C. Lee Jr. on LinkedIn Connect with George Valdes on LinkedIn or TwitterConnect with Chris Morgan on LinkedIn Check out MonographCheck out Section CutFollow Monograph on LinkedIn or InstagramListen and read more about Monograph 

Does this sound familiar? You need to bring in more clients to your practice to increase your revenue, but you don’t know if the money and time you spend on marketing will bring the right results. That’s where performance marketing comes in. It’s a measurable, concrete way to drive new business to your practice. Performance marketing is a comprehensive term for marketing and advertising where you only pay when a certain action occurs. You set a budget and know exactly what you’ll get for that price. In this Section Cut interview, Hope Trory, founder of HOPEWORKSDESIGN, outlines the steps you need to take to build a performance marketing strategy and enjoy the benefits.Interview TakeawaysInvest in data-driven marketingBe proactive and save timeKnow your acronymsCalculate LTVFind out your CACGenerate brand awarenessIncrease website traffic and retargetIncrease engagement and conduct lead generationChoose your digital channelsCreate, then measureOnly pay for the actions you wantBe confident in your ROIShow LinksCheck out HOPEWORKSDESIGN Connect with Hope Trory on LinkedIn or TwitterConnect with Joann Lui on LinkedIn or TwitterCheck out MonographCheck out Section CutFollow Monograph on LinkedIn or InstagramListen and read more about Monograph 

If you’re a doer-seller, you’re probably more comfortable “doing” than “selling.” Nobody goes to school to become an engineer, a designer, or an architect because they want to sell engineering, architecture, or design services. They want to do whatever their skill set is. But in today’s business world, doers need to become sellers—or at least active partners in the business development of the companies they work for. That’s what Iben Falconer has observed in her career. An architectural historian by training, she’s evolved into a marketing and business development leader, currently at SOM. In this Section Cut interview, Iben shares why you have to be organized, active, and focused about getting new work, and why everyone on the team has to play a role. Interview TakeawaysDon’t confuse marketing and business developmentPlan with your destination in mindOwn your leads pipelineForecast by looking aheadAsk: Do I really want this job?Assign a point person for prospectsRecognize personal strengthsAcknowledge your weaknessesEmpower & guide your teamNever take business development off your plate Make every team member countPitch even with a full plateShow LinksCheck out SOMConnect with Iben Falconer on LinkedIn or TwitterConnect with George Valdes on LinkedIn or TwitterCheck out MonographCheck out Section CutFollow Monograph on LinkedIn or InstagramListen and read more about Monograph 

If you want your business to run efficiently, you have to give your employees access to the proper tools and technology so they can get the job done. But it can be a challenge to find and implement the tools and tech that will best help your company achieve its goals. In this Section Cut interview, Scott Lelieur, director of operations at Lake Flato, and Director of Design Technology Daniel Stine, share how their company implements tools and technology to optimize their work at the intersection of sustainability and design technology.Interview TakeawaysIntegrate tools and technology slowlyBalance current and future needsAssess the efficiency of your tools and systemsGive your team more independenceImplement the right toolsLeverage technology with careCultivate a compelling cultureLook to remote workMake the most of every opportunityFoster growth within your companyShare similar valuesPinpoint your passionsShow LinksCheck out Lake FlatoConnect with Scott Lelieur on LinkedInConnect with Daniel Stine on LinkedIn or TwitterConnect with Chris Morgan on LinkedIn Check out MonographCheck out Section CutFollow Monograph on LinkedIn or InstagramListen and read more about Monograph 

If your firm is considering going hybrid, it’s a much bigger decision than deciding how many hours per week you’ll ask staff to spend in the office. It also means overhauling processes that may have been in place for years or decades. Careful thought is needed, as is employee buy-in at every level. Evelyn Lee is the founder of Practice of Architecture and currently works at Slack. In this Section Cut interview, she shared the wisdom she’s gathered over the last 10 years as a workplace strategist, including where to focus your energy so you can innovate and thrive. Interview TakeawaysA hybrid practice is the hardest practiceRe-examine your company cultureCreate shared ownership in cultureCreate new people processesConsider a year-long onboarding processSupport employee career journeysHybrid processes sometimes look like 100% remoteSet time for live responses and deep workInvest in cloud technologyDon’t get into process debtHybrid work requires investment at all levelsShow LinksConnect with Evelyn Lee on LinkedIn or Twitter Check out Practice of Architecture Connect with Joann Lui on LinkedIn or TwitterCheck out MonographCheck out Section CutFollow Monograph on LinkedIn or InstagramListen and read more about Monograph 

With the surging demand for diversity in the workplace, many companies are scrambling to figure out how to increase—and manage—gender and ethnic diversity within their own firms. To help your people to work well together, you have to learn how to handle a diverse team of employees, which means focusing on four values: justice, equity, diversity, and inclusion (JEDI). In this Section Cut interview, Yiselle Santos, VP and Director of Justice, Equity, Diversity and Inclusion at HSK, Inc., explains what a JEDI mindset looks like in the workplace and how to direct your company toward a more equitable future.Interview TakeawaysPrioritize a JEDI mentalityCreate a safe spaceLearn how to manage diversityGender equality increases profitabilityEncourage authentic conversationsFocus on transparencyChallenge yourself and othersThink people-firstEstablish goals to achieve successAccountability comes through transparencyDisrupt your biasesData defines the truthShow LinksCheck out HKS, Inc.Connect with Yiselle Santos on LinkedIn or TwitterConnect with George Valdes on LinkedIn or TwitterCheck out MonographCheck out Section CutFollow Monograph on LinkedIn or InstagramListen and read more about Monograph 

Financial management isn’t just standard accounting. It also involves looking at the big picture of your financial performance to make smart business decisions. When you understand what’s going on financially, you can improve and plan for the future. In order to get that understanding, you need to track your time and do some calculations. In this Section Cut interview, Rena Klein, Vice President for Investment Partnerships at Charrette Venture Group, explains why firms need to know things like their utilization rate, break-even rate, and billable ratio in order to understand and enhance their profitability.Interview TakeawaysUnderstand financial managementConduct cash and accrual reportingKnow your utilization and break even rateTrack your hoursIncrease utilization ratesIncrease billable ratiosNix scope creepUse best practices to avoid over-deliveryHave routine projects to up efficiencyCalculate your hourly rateCheck for profitabilityUse a fixed fee for greater profitabilityShow LinksCheck out Charrette Venture GroupConnect with Rena M. Klein on LinkedInConnect with Joann Lui on LinkedIn or TwitterCheck out MonographCheck out Section CutFollow Monograph on LinkedIn or InstagramListen and read more about Monograph