Up and Running: Words of Advice for Young Firms

In our search for tips to give designers and design firms that are just starting out, we asked leaders of some successful architecture practices to look back to their early days. Their answers range from cautionary to proscriptive, and should offer hard-learned lessons for architects thinking about launching their own practices.

Robert Frasca, FAIA, Partner, Zimmer Gunsul Frasca Architects
I read [the Up & Running series] with great interest and…we did most all of what the series suggested. What we didn't do until later was train people in all aspects of the practice which produces the future leaders. That involves not only doing good work (which we have done) but in getting good work which was where we were remiss in the past. We get good work by showing what we have done but also by giving the client the feeling that they would enjoy spending the next three or so years with us. The latter is both an inborn talent and on the job training. It has led us to do even better work, create future leaders, and is important in staff retention.

Mark Cavagnero, FAIA, Founding Partner, Mark Cavagnero Associates

The seemingly obvious need was to get work from whatever client or building type available, to grow the firm and stabilize as quickly as possible. In reality, it is much better to decide what kind of work you really want to do for the next thirty years of your life and meet people who are in that field. Help them, know them, spend time with them. Eventually the work will come, and it will be the kind of projects you really enjoy working on every day.

Mark Ripple, AIA, Partner and Director of Operations, Eskew+Dumez+Ripple
Architecture at its essence is built on relationships. And of course after 30 years of doing it, it makes perfect sense. My late partner [Allen Eskew] used to say that architecture is a great act of optimism, because the fact of the matter is if we're building something for somebody it means they're investing money in something tangible and usually long term. So it represents an act of optimism on their part that there's something great in the future and it's worth spending hundreds or thousands or millions of dollars on. But what comes with that is understanding that for any client, whether it's an institutional client or a residential client doing an addition on their home, there's risk and there's uncertainty because, by definition, they're not architects, they're usually not contractors or developers. It took me 30 years to really understand this: what they're mostly looking for is what we like to call architect as trusted advisor. They need the consigliere, they need the person sitting at their right hand side that they trust implicitly, and is on their side of the table, and when they're confused or frustrated or upset or need assistance and guidance. That’s the ultimate role that an architect can play. 

Lawrence Scarpa, FAIA, Principal, Brooks Scarpa Architects
A successful practice requires cultivating relationships and being involved in your community.  These relationships take time to develop.  Because I moved from city to city often, I rarely had the time to develop these kinds of relationships, so when I finally settled in Los Angeles it was like starting over. Had I known this, I probably would have given more consideration before moving so often.

My best advice for someone starting a practice is to find a place that you like and stay.  Everything else will work itself out. As I did, you can overcome the lack of connections and people you know. Those come naturally with time. Work hard to do the best design work, but service your clients with the same enthusiasm and dedication.  The service you provide, in most cases outweighs the design you create. Focus on a particular type of work, be it housing, commercial interiors, educational facilities, etc.  But most of all: be patient! The practice of architecture takes time and it is very difficult to be successful on a large scale without first being successful at smaller scales. Small victories eventually lead to bigger opportunities.

Ann M. Beha, FAIA, Principal, Ann Beha Architects
If you stand for your vision, and great work in your area of practice, the best team members will seek you out. All clients are not equally ideal for a practice.  The cultures and the aspirations need to be aligned, and bridged. Never be afraid to say no. Learn from other firms, but never follow too closely. It doesn't matter what they do, it matters what you do. Don’t be shy. Don’t let anyone let you think you are less than you are. Large and complex projects may be available earlier than you think. Push for the big opportunities. Someone else is pushing, for sure! Public work is an enormous opportunity and it is critical that good architects contribute to the public sector. As Maggie Smith in Downton Abbey pondered, “Weekend? … what’s a Weekend?” It’s 24/7. Be prepared. You slept as a child.

Thomas W. Chessum, FAIA, Principal, CO Architects

Everything in the continuum of our practice has hinged on the identification of beliefs and the building of the culture from the earliest days. But further, codifying those foundational aspirations and principles in a set of mission, vision, and values statements has been worth every investment of time and efforts. These become the tangible touchstones for the following years of practice. They both guide the critical decisions, as well as become the living legacy for future generations. 

While we were resistant in the early years of practice to trying to capture our developing culture and values with definitive statements—possibly for fear of stemming our natural development—we continued to press on with evolving the shared understanding of what we were building as a practice. This, in turn, provided the current clarity of culture that we bequeath to our up-and-coming future leadership. Passing on the torch is easier when there has been a depth of investment in delineating the inspiration behind the practice, through words as well as action. 

Gordon Gill, FAIA, Founding Partner, Adrian Smith + Gordon Gill Architecture 
Starting an architectural firm is both exhilarating and daunting. Like any project, it entails the excitement of limitless potential compounded with a deep sense of responsibility, accountability and, of course, risk. After eight years of practice, our firm has been extremely fortunate.

Looking back, a few thoughts come to mind that we considered and, I think, should be considered when starting a firm. Define a clear philosophy or approach to your practice that is achievable, and hopefully, needed. Surround yourself with individuals you trust who will be constructively critical, supportive, and who have a balanced appetite for innovation and reality. Be involved in the daily decisions of your firm; focus on the culture and the people; intellectual capital is your greatest asset while leadership from afar is a recipe for disaster. Manage your firm carefully; the economics and the design are equally critical; make the tough decisions. They'll be worth it in the long run. Lastly, be brave, think big and have fun everyday. Energy is infectious and breeds success.