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Whether you are just starting your practice or have been in business for years, it is clear that the tools of  the business of architecture have changed. The ways of finding, converting, and invoicing clients have moved largely to a digital platform. Even the tools that you use to do the work are constantly changing.

To many architects, starting your business has been a dream that you have had for a long time. When they finally get ready to leave their job and take that leap many find that there is so much they need to learn about running a business. Your education and experience have not prepared you for this.

Stopping the Trend

We have all heard the (misguided) common quote that 90% of businesses fail in their first five years. The truth for architects is that many break away from a firm with a promising project and a dream to have freedom in their lives. However, most find themselves back looking for a job with a firm in just a few short years after taking this step.


Those that refuse to go back to the "corporate" world continue to struggle until they either go broke or change careers entirely. The hope has always been "the work will come to you if you are a great designer". Unfortunately, that is not enough.

The American Institute of Architects and the AIA contracts have come a long way in protecting your firm and your projects. Furthermore the Project Management Institute and the PMI Certification has done wonders in making sure that your team is efficient in project delivery, and the International Code Council has worked hard in protecting public safety in your projects.

Unfortunately, it seems that architects can't seem to find a viable, worthwhile and sustainable business strategy. The universities don't teach it, and if the big firms have one they aren't sharing. So, what is a recently established or fledgling firm supposed to do when the initial opportunity to start your business is designed and constructed?

Making your business more complicated is not the answer. Creating systems based around a proven strategy is what separates the architects that live on top of the world and only take the projects they want from all the struggling practices out there.


You can bring in the work that you love to do and build a business that supports any lifestyle you desire. We are here to help you do everything else your business needs to do. Whether you are just starting out and have very little startup capital, or are an established firm looking to grow, we can help. 

Our education, training and in-house consulting is focused on just four aspects: acquiring leads, converting those leads into clients, delivering services, and collecting fees. By creating a consistent strategy across these four aspects your business will be set up to thrive in today's competitive market.


Get the entire company dedicated to and moving toward common objectives that set your firm up for success now and in the future. Clarifying the company goals ensures your company has all the tools it needs to reach greatness.

If your clients are basing their decision of hiring you on price then you are seen as a commodity. However, clients, customers and markets rarely buy solely on price. Unfortunately, most businesses do not understand the real value of their services - and architecture is no exception.

Business generation strategy is not simply lead creation (although that is part of it). It is the marketing strategy your firm uses to consistently attract your ideal clients. The main goal of Business Generation Strategy is to clearly define the marketing and sales process in such a way that it leads to predictable lead creation.

Don’t put all your eggs in one basket. Of course your firm provides architectural services, but what happens when the economy is down and nobody is building? Finding opportunities to generate revenue aside from design projects can be tricky. Luckily there are many opportunities to add value to the development market from seminars and books to holding your own properties and developing projects yourself.

What you can do or offer that will increase the value of the services you already provide. Knowing what you do well and the value that it adds to your clients is just a starting point. You can pile on the value for a given project in ways that your competition cannot match, then take it even further by enhancing those services.

How your company defines who is accountable for what and who holds those roles accountable. Accountability is NOT responsibility. Someone who is accountable for a deliverable may delegate responsibility of tasks to another, but they cannot delegate the results. Every position in your company  is accountable for delivering some result.


Tel: 508-456-7827

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