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 Takeaways Document new systems Build a supportive culture Don’t kill creativity Use PR to showcase your wins Close the project cycle Check in regularly Align with the client’s goals Balance profit with mission Overbook your projects Set boundaries Show Links Connect with Jan Knikker on LinkedIn or Twitter Connect with Inger Kammeraat on LinkedIn Check out MVRDV Connect with George Valdes on LinkedIn or Twitter Connect with Chris Morgan on LinkedIn  Check out Monograph Follow Monograph on LinkedIn or Instagram Listen 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 Takeaways Establish your identity Create consistency Start with good documentation Guide your employees Get the right people Be transparent Identify your weaknesses Break down projects by phases Form intentional habits  Generate staff buy-in Show Links Connect with Adam Gayle on LinkedIn Check out Level Architecture + Interiors Connect with Nathan Malone on LinkedIn Check out Monograph Follow Monograph on LinkedIn or Instagram Listen 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 Takeaways Get in the right mindset Guide the conversation Connect over creative opportunities Create moments of delightful design Communicate the impact of client decisions Align on goals and scheduling Educate clients through the process Tailor your conversations to the client Treat your work as an ongoing practice Balance creativity with feasibility Show Links Connect with Steve Perce on LinkedIn or Twitter Check out bldg.collective Connect with Nathan Malone on LinkedIn Check out Monograph Follow Monograph on LinkedIn or Instagram Listen 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 Takeaways Spend your time wisely Prepare tomorrow’s leaders Find community Recapture your market share Think forward Focus on innovation Give opportunities to younger people Keep adapting Discover your niche Find your communication channel  Show Links Connect with Silvia Lee on LinkedIn Connect with Lorena Galvão on Instagram Check out Monograph Follow Monograph on LinkedIn or Instagram Listen 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’ feelings Nurture the client relationship Set the right expectations Strengthen your onboarding process Find the best way to share documents Document when you reach milestones Reach out to the client regularly Show where the money is going Get feedback Check in annually after a project closes Show Links Connect with Lucas Gray on LinkedIn or Twitter Connect with Dena Alspach on LinkedIn or Twitter Check out Charrett Venture Group Connect with Joann Lui on LinkedIn Check out Monograph Follow Monograph on LinkedIn or Instagram Listen 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 Takeaways Create designs rooted in existing ecologies Design for the soil in each neighborhood Align with the project partners Get involved in community programs Be prepared to wear multiple hats Work with the landscape, not against it Educate clients Hire the right amount of hands Build systems as you grow Have the confidence to try something new Show Links Connect with Jennifer Orr on LinkedIn Connect with Tiffany Rasco on LinkedIn Check out Studio Balcones Connect with Silvia Lee on LinkedIn Connect with Nathan Malone on LinkedIn  Check out Monograph Follow Monograph on LinkedIn or Instagram Listen 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 Takeaways Build better architects with diverse projects Merge business and creative goals Help clients make the right decisions Build trust and relationships Be proactive about filling in where needed Staff team strategically Rely on peers for validation and inspiration Create a lasting impact Cultivate a culture of client service Have a tech leader on each team Show Links Connect with Molly McGowan on LinkedIn Connect with Thomas Wong on LinkedIn  Check out Ennead Architects Connect with George Valdes on LinkedIn or Twitter Connect with Silvia Lee on LinkedIn  Check out Monograph Follow Monograph on LinkedIn or Instagram Listen and read more about Monograph 

If you get your architecture degree and get certified, that means your only choice is to design buildings, right? Wrong. Yet, many people don’t realize that there are several paths to choose from until they stumble into them in internships or early-career jobs. Within the industry there are many roles that have an impact on a project that have nothing to do with design, from project management to business development to marketing. And there are several other industries where an architecture background makes you uniquely qualified. In this Roundtable session, the Monograph Growth Team discusses the variety of choices available and how they figured out that design was only one of them.Interview Takeaways Make an impact on a project Have multiple lines of revenue See the reality of the business Consider tech careers Lean into your passion Build transferable skills Show your technical and operations skills Take initiative on new tasks Treat your career like a business Chase what excites you Show Links Connect with Silvia Lee on LinkedIn  Connect with Joann Lui on LinkedIn or Twitter Connect with George Valdes on LinkedIn or Twitter Check out Monograph Follow Monograph on LinkedIn or Instagram Listen 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 Takeaways Design for the build Be the one point of contact Scale by hiring Preserve what matters Ask contractors for advice Price early and often Zoom in and out Diversity to problem-solve Feed your architecture addiction Show Links Connect with Thomas Gluck on LinkedIn  Connect with Stacie Wong on LinkedIn Check out Gluck+ Connect with George Valdes on LinkedIn or Twitter Connect with Chris Morgan on LinkedIn  Check out Monograph Follow Monograph on LinkedIn or Instagram Listen and read more about Monograph 

Whether you’re an architect, a designer, or any creative, you need people to buy into your idea. That’s what the Monograph growth team discussed in a recent Monograph Roundtable. The best way to get others on board? Build your idea into a compelling story—one that’s clear and gets the message across, but is also enveloped in passion. Interview Takeaways Write clearly Take an operations view Feel lucky in life Learn the lingo Embrace “middle” terms Be more direct  Communicate clearly with clients  Hone your storytelling skills Keep learning new skills Help others break out of imposter syndrome Show Links Connect with Cristy Sabillon on LinkedIn  Connect with Silvia Lee on LinkedIn Connect with Chris Morgan on LinkedIn  Check out Monograph Follow Monograph on LinkedIn or Instagram Listen 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 Takeaways Compartmentalize how you present your practice Showcase projects that attract your ideal clients Find alternative approaches to your practice Offer wrap-around services Expand beyond hourly services Continue your education to supplement your services Collaborate with consultants who lend credibility Research and develop your own passion projects Systemize client interactions Address the limitations of hourly work Show Links Connect with Christian Stayner on LinkedIn Check out Stayner Architects Connect with George Valdes on LinkedIn or Twitter Connect with Chris Morgan on LinkedIn  Check out Monograph Follow Monograph on LinkedIn or Instagram Listen 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 Takeaways Say yes and figure it out later Understand your role and metrics for success Hire professionals from different experience levels Don’t try to make it up in volume Don’t equate past performance with future results Know where you get your energy from Avoid making assumptions that limit your business Meet your potential clients where they already hang out Show appreciation when your team goes above and beyond Set expectations for project milestones upfront Show Links Connect with Nik Lahiri on LinkedIn Check out Essel Environmental Connect with George Valdes on LinkedIn or Twitter Connect with Chris Morgan on LinkedIn  Check out Monograph Follow Monograph on LinkedIn or Instagram Listen and read more about Monograph 

Good workplace culture is highly sought after, but it’s hard to find and even harder to keep. So what’s the magical ingredient for an office culture your employees can’t stop talking about? Hard work. Good company culture doesn’t magically occur on its own; it’s carefully cultivated by every employee, from the top CEO down to the summer intern. During our latest Roundtable discussion, Chris Morgan, George Valdes, and Silvia Lee discussed the importance of office culture and what you can do to help your company’s culture flourish.Interview Takeaways Take responsibility for your people Set up your values early on Don’t dwell on perfection Adopt a mindset of continual improvement Create a safe environment Hire people who will contribute to your culture Back up your values with action Prioritize good communication Practice gratitude Appreciate what others bring to the table Show Links Connect with Silvia Lee on LinkedIn Connect with George Valdes on LinkedIn or Twitter Connect with Chris Morgan on LinkedIn  Check out Monograph Follow Monograph on LinkedIn or Instagram Listen 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 Takeaways Determine whether you should start a practice Don’t lead with a sales pitch Crowdsource information Account for non-billable hours Change to project fees Show them what they’re getting Pull the levers of efficiency and price raises Experiment in the first 5 years Keep a cash reserve Talk money right away Show Links Connect with Marilyn Moedinger on LinkedIn or Twitter Check out Runcible Studios Connect with George Valdes on LinkedIn or Twitter Connect with Chris Morgan on LinkedIn  Check out Monograph Follow Monograph on LinkedIn or Instagram Listen 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 Takeaways Use non-union contractors to elevate design Have conviction in your decisions Find architects through referrals Keep the development pipeline full Partner with a large team Offer turnkey services as an architect Stick to your tasks Rely on help if it’s a new type of project Find people who approach projects like you Stay ahead of new building trends Show Links Connect with Scott Shnay on LinkedIn  Check out SK Development Connect with George Valdes on LinkedIn or Twitter Connect with Chris Morgan on LinkedIn  Check out Monograph Follow Monograph on LinkedIn or Instagram Listen and read more about Monograph 

Owning your career path can look like a lot of things. But at its core it’s about balancing two things: becoming an expert at what you do and knowing when and how to work with others. When you take ownership of your career, you move from taking cues from those above you to being proactive about your own learning and your own path. You start looking for ways to solve the problems around you, improve the lives of your team, and elevate the entire company along with yourself. In this Best Practice interview, our growth team members George and Silvia talk about how to put those ideas into practice.Interview Takeaways Become an expert on what you do Learn to delegate Collaborate for better results Offer people something in exchange for partnership Establish trust and working styles Make a manual of me Enable team members with communication Make a place where people can ask questions Understand the differences between architecture and tech Hack your way up the ladder Make the right solutions exist Show Links Connect with George Valdes on LinkedIn or Twitter Connect with Silvia Lee on LinkedIn  Check out Monograph Follow Monograph on LinkedIn or Instagram Listen and read more about Monograph 

Mentorship can take on many different forms. For a small office, it may work more like osmosis, with people working closely together and absorbing the knowledge of those around them. For a large office, it might need to be more structured where one person is in charge of guiding the career growth of their mentee through one-on-one meetings and lessons. Mentorship can encompass various things as well, like coaching, sponsorship, tutoring, or apprenticeship. With so many firms remaining fully remote, we need to adapt those approaches to the new way of doing practice. In this Roundtable, we discuss how to create those relationships without having to be face to face.Interview Takeaways Mentor through osmosis Create a more structured mentorship Change mentorship to sponsorship Use Slack as a way to cheer on others Connect people across departments Create peer connections Put questions into the public record Make mentorship bi-directional Encourage action Don’t wait for a relationship to mentor Include new people for fresh perspectives Use theme nights to group mentor Show Links Connect with George Valdes on LinkedIn or Twitter Connect with Chris Morgan on LinkedIn  Connect with Silvia Lee on LinkedIn Check out Monograph Follow Monograph on LinkedIn or Instagram Listen 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 Takeaways Consider the tenant experience Listen to the data Be the expert Speak the developer’s language Let the city guide your design Prove your expertise Share online if you won’t in real life  Measure to improve Be humble Read the code Start off product-oriented Make the inside count Show Links Connect with Bobby Fijan on LinkedIn or Twitter Check out Form Developers  Connect with George Valdes on LinkedIn or Twitter Connect with Chris Morgan on LinkedIn  Check out Monograph Follow Monograph on LinkedIn or Instagram Listen 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 Takeaways Look back to build a better future Pay attention to your people Spend your assets carefully Maximize your time with tools Know when to say no Control your productivity Articulate your ideas Work smarter Take time for your mental health Find supportive people Develop a healthy work mindset Advocate for your needs Show Links Connect with George Valdes on LinkedIn or Twitter Connect with Chris Morgan on LinkedIn  Connect with Joann Lui on LinkedIn or Twitter Connect with Silvia Lee on LinkedIn Check out Monograph Follow Monograph on LinkedIn or Instagram Listen 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 Takeaways Collaborate as a team Keep an open mind throughout the design process Be flexible to other ideas Understand the role of the architect in the construction process NADAAA’s first experience with means and methods Defuse the tension between designer and contractor with IDP Evaluate a client’s risk tolerance early on Demonstrate real world applications for students New approach to the means and methods process Show Links Check out NADAAA Connect with Arthur Chang on LinkedIn  Connect with Nader Tehrani on LinkedIn  Connect with George Valdes on LinkedIn or Twitter Connect with Chris Morgan on LinkedIn  Check out Monograph Follow Monograph on LinkedIn or Instagram Listen 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 Takeaways Share your network  Business development is everyone’s job Keep in touch with clients Be consistent in marketing Align your goals with your firm’s Handle lead inquiries yourself Remind your network of your expertise Involve senior team members Be upfront about problems Learn the business of your business Be the one who reduces stress Grow from within Show Links Connect with Carrie Villani on LinkedIn Connect with Doug González on LinkedIn  Check out LERA Connect with George Valdes on LinkedIn or Twitter Connect with Chris Morgan on LinkedIn  Check out Monograph Follow Monograph on LinkedIn or Instagram Listen 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 Takeaways Design resilient buildings Design for the future Hire secure firms Solve problems beyond the brief Understand the local context Make purposeful decisions Gauge when in person or virtual meetings are necessary Bring the private into the public Go back to basic problem solving Look at a variety of public sector roles Make people comfortable in your buildings Solve for constructability and maintainability before aesthetics Show Links Connect with Curtis Clay on LinkedIn or Twitter Check out Bureau of Overseas Building Operations Connect with George Valdes on LinkedIn or Twitter Connect with Chris Morgan on LinkedIn  Check out Monograph Follow Monograph on LinkedIn or Instagram Listen 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 Takeaways Over-communicate to keep expectations clear Give people opportunities to contribute Be willing to pivot to meet your client’s needs Partner with other companies Build trust with your clients Create dialogue with your community Help your clients plan their architecture Equip your team to succeed Add value to your firm Frame your conversation around your client’s knowledge Hire team members who will elevate their colleagues Delegate tasks according to people’s strengths Show Links Connect with Colin Montoute on LinkedIn Connect with Amy Hau on LinkedIn Check out WXY Studio Connect with George Valdes on LinkedIn or Twitter Connect with Chris Morgan on LinkedIn  Check out Monograph Follow Monograph on LinkedIn or Instagram Listen 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 Takeaways Connect to the world around you Hold live-in workshops Bring diverse perspectives into your office Tune into each other Be in sync with nature Treat nature as a luxury Create a lifestyle, not a building Enhance the experience of the project Bring customers around to your timeline Stick to the work that makes your firm happy Stay in the present of your practice Show Links Connect with Rick Joy on LinkedIn  Connect with Taylor Garcia Dickson on LinkedIn Check out Studio Rick Joy Connect with George Valdes on LinkedIn or Twitter Connect with Chris Morgan on LinkedIn  Check out Monograph Follow Monograph on LinkedIn or Instagram Listen 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 Takeaways Close the loop Check in, but not too much Hire to fill a need Don’t rush into hiring Find employees who stick around See the big staffing picture Diversify your staff’s experience Start projects with a small team  Prepare for meetings Collaborate with clients Listen & learn Show Links Connect with Sara Lopergolo on LinkedIn or Twitter Connect with Oliver Link on LinkedIn  Check out Selldorf Architects  Connect with George Valdes on LinkedIn or Twitter Connect with Chris Morgan on LinkedIn  Check out Monograph Follow Monograph on LinkedIn or Instagram Listen 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 Takeaways Embrace anxiety Take off some of your hats Diffuse the smallest icebergs first Cap off the creative process Get input early on Make time for actual work Be persistent in your creativity Repurpose, rather than reinvent Show, don’t just tell Take time to establish trust initially Match the right people to the right project Prep clients for their responsibilities Show Links Connect with Zoe Small on LinkedIn  Connect with Holly Deichmann on LinkedIn Check out Diller Scofidio + Renfro Connect with George Valdes on LinkedIn or Twitter Connect with Chris Morgan on LinkedIn  Check out Monograph Follow Monograph on LinkedIn or Instagram Listen 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 Takeaways Create a collaborative environment Carry tech into the construction process Meet client expectations Have a unique selling point Bond with your team to be a good leader Bring in changes gradually Focus on revenue before optional things Increase efficiency and salaries Offer vacation stipends and flexible hours Ask for what you want in a firm Find a staffing procedure that works for your firm Look at things as you go and at the end Show Links Connect with Christian Giordano on LinkedIn or Twitter Connect with Bolanle Williams-Olley on LinkedIn or Twitter Check out Mancini Duffy Connect with Chris Morgan on LinkedIn  Check out Monograph Follow Monograph on LinkedIn or Instagram Listen 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 Takeaways Make your data work for you Modernize your thinking Build an experience with the client Prioritize your client’s concerns Help your people connect Involve everyone in innovation Organize your operations Create a positive community culture Cooperate to succeed Prepare for change now Develop your people’s abilities Reduce your carbon footprint Show Links Connect with Shane Burger on LinkedIn or Twitter Check out Woods Bagot Connect with George Valdes on LinkedIn or Twitter Connect with Chris Morgan on LinkedIn Check out Monograph Follow Monograph on LinkedIn or Instagram Listen 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 Takeaways Focus on the clients you have Involve PMs from the beginning Approach each client individually Offer diversity to a big city Let the larger firm support you Justify staff growth Hire senior-level employees first Merge design into a business Use office time to learn each other’s processes Collaborate in person Share clients and talent across offices Communicate when clients’ values are misaligned with yours Show Links Connect with Latoya Nelson Kamdang on LinkedIn  Connect with Dawne David-Pierre on LinkedIn  Check out Moody Nolan Connect with George Valdes on LinkedIn or Twitter Connect with Chris Morgan on LinkedIn  Check out Monograph Follow Monograph on LinkedIn or Instagram Listen 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 Takeaways Be proactive against threats to midsize firms Aspire to a variety of work Let go of certain tasks in order to grow Gauge your success with KPIs Use your website to show who you are Use your website to amplify your brand Approach recruitment like marketing Share information and communication Recognize marketing’s value Open up paths for leadership Create peer connections at larger firms Define your needs before hiring Show Links Connect with Kirsten Sibilia on LinkedIn or Twitter Check out Dattner Architects Connect with George Valdes on LinkedIn or Twitter Connect with Chris Morgan on LinkedIn  Check out Monograph Follow Monograph on LinkedIn or Instagram Listen 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 Takeaways Recognize what you can accomplish with a billion-dollar budget Remember that US buildings are symbolic The Embassy Effect Make a positive social impact Educate others on the true meaning of architecture Create buildings that can last for decades Hire people with passion and perseverance Identify future drivers of the built environment The professional perks of working for the government The power of peer-to-peer collaboration Redefine “good enough for the government” Seek employees with a good attitude Show Links Connect with Angel A. Dizon, III on LinkedIn Check out the Bureau of Overseas Buildings Operations Connect with George Valdes on LinkedIn or Twitter Connect with Chris Morgan on LinkedIn  Check out Monograph Follow Monograph on LinkedIn or Instagram Listen 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 Takeaways Know the financials of your industry Tell a compelling story  Blow up the last 10% Get some skin in the game Take risks to expand your opportunity Go the extra mile Don’t say “We can’t!” Do it yourself Pull the positive from failures Mitigate risk by doing a good job Set aside time to recharge Get your ideas out there Show Links Connect with Gregg Pasquerelli on LinkedIn  Check out SHoP Connect with George Valdes on LinkedIn or Twitter Connect with Chris Morgan on LinkedIn  Check out Monograph Follow Monograph on LinkedIn or Instagram Listen 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 Takeaways Find the overlap in operations and sustainability Juggle the differences between two roles Look internally for operations and sustainability roles Engage in responsive architecture Strive for structured growth Lean into diversity Deliver solutions to clients and your team Monitor and adjust to stay on budget Use communication to stay on track Create strategic plans for sustainability Find consultants who challenge you Care deeply and look for others who do too Show Links Check out Moody Nolan Connect with Allen Schaffer on LinkedIn  Connect with Chris Morgan on LinkedIn  Check out Monograph Follow Monograph on LinkedIn or Instagram Listen 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 Takeaways Good design won’t automatically equal financial success Approach design with a work-together mentality Learn how to scale as an employer Aim for work-life integration over work-life balance Opposing viewpoints are equally valuable Refresh your mind by taking breaks Gain second-hand experience through your peers Cultivate a collaborative mindset Set aside your individual point of view Let go of the fear of looking foolish Set your design in motion through site planning Nurture the next generation Show Links Connect with Elaine Molinar on LinkedIn Connect with Michelle Delk on LinkedIn Check out Snøhetta Connect with Chris Morgan on LinkedIn  Check out Monograph Check out Section Cut Follow Monograph on LinkedIn or Instagram Listen 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 Takeaways Think outside your vertical to scale Dial in your tech deck Efficiency is good for business Incentivize staff with bonus targets Get into a forecasting rhythm Align your company culture Build strong habits with Monograph Let Monograph enable hyper-growth Pivot structure as you grow Keep ops on pace with billable growth Design a different practice Show Links Connect with Shane Balcom on LinkedIn Check out Rossmann Architecture Inc. Connect with George Valdes on LinkedIn or Twitter Check out Monograph Check out Section Cut Follow Monograph on LinkedIn or Instagram Listen 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 Takeaways Understand the implications of architecture All power dynamics are tied to the land Design justice requires radical thinking Think outside of architecture processes Serve diverse communities Prioritize the outreach process Focus on public spaces Justice is greater than equality Engage with stakeholders Consider the communities you serve The value of efficient work Show Links Check out Colloqate Design  Connect with Bryan C. Lee Jr. on LinkedIn  Connect with George Valdes on LinkedIn or Twitter Connect with Chris Morgan on LinkedIn  Check out Monograph Check out Section Cut Follow Monograph on LinkedIn or Instagram Listen 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 Takeaways Invest in data-driven marketing Be proactive and save time Know your acronyms Calculate LTV Find out your CAC Generate brand awareness Increase website traffic and retarget Increase engagement and conduct lead generation Choose your digital channels Create, then measure Only pay for the actions you want Be confident in your ROI Show Links Check out HOPEWORKSDESIGN  Connect with Hope Trory on LinkedIn or Twitter Connect with Joann Lui on LinkedIn or Twitter Check out Monograph Check out Section Cut Follow Monograph on LinkedIn or Instagram Listen 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 Takeaways Don’t confuse marketing and business development Plan with your destination in mind Own your leads pipeline Forecast by looking ahead Ask: Do I really want this job? Assign a point person for prospects Recognize personal strengths Acknowledge your weaknesses Empower & guide your team Never take business development off your plate  Make every team member count Pitch even with a full plate Show Links Check out SOM Connect with Iben Falconer on LinkedIn or Twitter Connect with George Valdes on LinkedIn or Twitter Check out Monograph Check out Section Cut Follow Monograph on LinkedIn or Instagram Listen 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 Takeaways Integrate tools and technology slowly Balance current and future needs Assess the efficiency of your tools and systems Give your team more independence Implement the right tools Leverage technology with care Cultivate a compelling culture Look to remote work Make the most of every opportunity Foster growth within your company Share similar values Pinpoint your passions Show Links Check out Lake Flato Connect with Scott Lelieur on LinkedIn Connect with Daniel Stine on LinkedIn or Twitter Connect with Chris Morgan on LinkedIn  Check out Monograph Check out Section Cut Follow Monograph on LinkedIn or Instagram Listen 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 Takeaways A hybrid practice is the hardest practice Re-examine your company culture Create shared ownership in culture Create new people processes Consider a year-long onboarding process Support employee career journeys Hybrid processes sometimes look like 100% remote Set time for live responses and deep work Invest in cloud technology Don’t get into process debt Hybrid work requires investment at all levels Show Links Connect with Evelyn Lee on LinkedIn or Twitter  Check out Practice of Architecture  Connect with Joann Lui on LinkedIn or Twitter Check out Monograph Check out Section Cut Follow Monograph on LinkedIn or Instagram Listen 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 Takeaways Prioritize a JEDI mentality Create a safe space Learn how to manage diversity Gender equality increases profitability Encourage authentic conversations Focus on transparency Challenge yourself and others Think people-first Establish goals to achieve success Accountability comes through transparency Disrupt your biases Data defines the truth Show Links Check out HKS, Inc. Connect with Yiselle Santos on LinkedIn or Twitter Connect with George Valdes on LinkedIn or Twitter Check out Monograph Check out Section Cut Follow Monograph on LinkedIn or Instagram Listen 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 Takeaways Understand financial management Conduct cash and accrual reporting Know your utilization and break even rate Track your hours Increase utilization rates Increase billable ratios Nix scope creep Use best practices to avoid over-delivery Have routine projects to up efficiency Calculate your hourly rate Check for profitability Use a fixed fee for greater profitability Show Links Check out Charrette Venture Group Connect with Rena M. Klein on LinkedIn Connect with Joann Lui on LinkedIn or Twitter Check out Monograph Check out Section Cut Follow Monograph on LinkedIn or Instagram Listen and read more about Monograph 

The world is changing fast. In order for your practice to survive, you’ll have to change along with it. New technologies and new ways of communicating can be scary, but humans have always evolved and adapted by using new tools. During this Section Cut interview, Libo Li, CTO of KatalystDI, talked to us about how becoming an adaptive organization has to start from the firm culture, how better organization tools can lead to better design, and how experimentation and permission to fail is key to improving.Interview Takeaways Adapt to survive Organize for better designs Move past paper-based communication Be a tool maker, not just a tool user Create an adaptable culture Experiment and iterate Adapt in the right direction Reduce blocking events & introduce independent action Create tools within Notion Use templates for repeatable work Code what you know Keep a growth mindset and allow failure Show Links Check out KatalystDI Connect with Libo Li on LinkedIn or Twitter Connect with George Valdes on LinkedIn or Twitter Check out Monograph Check out Section Cut Follow Monograph on LinkedIn or Instagram Listen and read more about Monograph 

Finding and hiring top talent is a challenge for any company, especially in today’s competitive hiring environment. To give your business the best shot at attracting and retaining great employees, you have to know how to market your business to job candidates. In this Section Cut interview, Talentstar’s founder Marjanne Pearson and Principal Connector Linda Wallack share how to attract potential hires by knowing who your brand is, what values you need your employees to share, and how to utilize every company resource.Interview Takeaways Acquire talent through effective marketing Know your brand Share core values and a common approach Stay competitive by following industry shifts Keep up with the latest technology Hire people with compatible goals Look at future potential Take care of your current team Cultivate diversity by getting involved Make every member a marketer Utilize a nontraditional workforce Ask tough questions Show Links Check out Talentstar Connect with Marjanne Pearson on LinkedIn Connect with Linda Wallack on LinkedIn Connect with Chris Morgan on LinkedIn  Check out Monograph Check out Section Cut Follow Monograph on LinkedIn or Instagram Listen and read more about Monograph 

How can you finally say goodbye to an unwieldy spreadsheet system and streamline your operation from start to finish? At Workshop/APD, the team develops strategic and custom solutions at scale. When they doubled their team over the course of the pandemic, a smooth project management system became more important than ever. Thankfully, they already had their “secret weapon” in place in the form of Monograph. During this Section Cut interview, principal architect Thomas Zoli shares how the once boutique New York design firm is now bigger and better than ever. Interview Takeaways Grow your verticals as you grow your firm  Foster cross-pollination Scale your custom work Use Monograph to enable data fluency  Let Monograph be your secret weapon  Say goodbye to Excel spreadsheets Don’t throw meeting money out the window Create an internal workflow Enable ownership of time tracking Drive meetings with Monograph  Show Links Check out Workshop/APD Connect with Thomas Zoli on LinkedIn  Connect with Chris Morgan on LinkedIn  Check out Monograph Check out Section Cut Follow Monograph on LinkedIn or Instagram Listen and read more about Monograph 

Architects don’t receive a lot of training on business and finance. And staff members with business experience don’t often understand the design side. So, how do these two groups collaborate and run a practice? During this Section Cut interview, Arthur and Marie Eddy of Traverse Landscape Architects shared how they’re using Monograph to speak the same language across groups and get things done faster. From better understanding the project process to determining what’s working and what’s not, Monograph has allowed them to streamline tasks and educate their staff.Interview Takeaways Use Monograph to take stock of business operations Educate people in the whole business Streamline reporting and accounting with Monograph  Understand what’s working Speak the same language Reduce time on monthly invoices Do revenue forecasting as a team Collaborate across projects Show Links Check out Traverse Landscape Architects Connect with Arthur Eddy on LinkedIn or Twitter Connect with Marie Eddy on LinkedIn  Check out Monograph Check out Section Cut Connect with Joann Lui on LinkedIn or Twitter Follow Monograph on LinkedIn or Instagram Listen and read more about Monograph 

How do you operate a national practice that encompasses art, architecture, historical preservation, and construction documents all under one roof? That’s the task of Verdant Studio, an Arkansas-based firm with incredible breadth and reach. Founder Jessica Hester credits Monograph for keeping the team on schedule and on budget while shaving hours of meeting and accounting time off their plate every week. In this Section Cut interview, Jessica and colleague Natasha Brand shared how Verdant Studio tackles complex projects and uses Monograph to pave the way. Interview Takeaways Create places people love Enable public art Bring historic projects to life Marry research and art Enable innovation with Monograph Reduce meeting time with Monograph Streamline billing with Monograph Use saved time to recharge Show Links Check out Verdant Studio Connect with Jessica Hester on LinkedIn Connect with Natasha Brand on LinkedIn  Check out Monograph Check out Section Cut Connect with Joann Lui on LinkedIn or Twitter Follow Monograph on LinkedIn or Instagram Listen and read more about Monograph 

When an architecture firm is just starting out, almost anything goes in the quest to get up and running. But once you’re more established, two things need to become foundational to how you do business:  transparency and discipline. In this Section Cut conference interview, Tom Jacobs, co-managing partner at Krueck Sexton Partners, discusses how these two values were key to the firm’s success story—and how Monograph has helped make it all possible. He explains why embracing data-driven project planning and performance allows you to scale your business while also scaling your time for creativity. Interview Takeaways Stay transparent Define your spheres of activity Create a nimble value proposition Share documents widely Monograph links data with project performance   Upgrade your resource planning with Monograph  Organize planning and execution Monograph is a technology accelerator  Fuel innovation with greater purpose Choose collaboration over competition Show Links Check out Krueck Sexton Partners Connect with Tom Jacobs on LinkedIn  Connect with Chris Morgan on LinkedIn  Check out Monograph Check out Section Cut Follow Monograph on LinkedIn or Instagram Listen and read more about Monograph 

When you think of practice operations, you may think of the tools, information systems, and resources that have to be managed on a daily basis. But Marjanne Pearson, founder and Chief Strategy Officer of Talentstar, wants you to reframe how you look at practice operations. It should be about mobilizing all those resources to create value and seek opportunities for transformational change. As a speaker at our Section Cut conference series, Marjanne talked about the future of practice operations and how firms can position themselves for long-term, sustainable growth.Interview Takeaways Look for ways to create value Determine how to improve in the future Reframe practice objectives Leverage your developmental assets Embrace transformational change Focus on what’s next Establish an energy grid Get leadership support for innovation Show Links Check out Talentstar Connect with Marjanne Pearson on LinkedIn or Twitter Connect with George Valdes on LinkedIn or Twitter Check out Monograph Check out Section Cut Follow Monograph on LinkedIn or Instagram Listen and read more about Monograph 

Have you considered a unique firm structure? RIOS’ practice structure might just take the cake, as it is unique at every level. Not only do they have two CEOs, but they have a multidisciplinary office with architects, interior designers, and graphic designers all working together. What really stands out about the practice is its values. Things like audacity, joy, and agility top a  list of core values that are all about breaking the rules and doing something new. During this Section Cut interview, co-CEOs Jessamyn Davis and Andy Lantz discuss how those values are put into action and what they see as their practice’s playbook.Interview Takeaways Balance skills with co-CEOs Create a management committee Harness the passions of your team Celebrate trying new things Get clients to take calculated risks Bring joy into the office Break the rules with a multi-disciplinary office Embrace change Go global with your staff Stick to short-term strategies to stay agile Rely on data Stand out by prioritizing joy Show Links Check out RIOS Connect with Jessamyn Davis on LinkedIn  Connect with Andy Lantz on LinkedIn or Twitter Check out Monograph Check out Section Cut Follow Monograph on LinkedIn or Instagram Listen and read more about Monograph 

Now more than ever there’s an opportunity to design with purpose, and with a goal of equity so that spaces are built for everyone. But in order to do that, we need to do two things: keep the new generation of young designers engaged and supported, and involve our clients and communities in the design process. In this Best Practice interview, Black Architects + Interior Designers Association Canada (BAIDA) co-founder Farida Abu-Bakare and Director of Advocacy Ian Rolston explain how  two-way mentorship, developing a voice, and learning from the communities you build in can transform the architecture industry.Interview Takeaways Be your authentic self Collaborate at every level Understand local building methods and environments Share information in a mentorship Keep the younger generation in design Develop your voice Look for a place where you’ll fit Leaders should transform, not transact  Set out to achieve community impact Bring clients into your process Spend time in communities Pursue equity in design Show Links Check out BAIDA Connect with Farida Abu-Bakare on LinkedIn Connect with Ian Rolston on LinkedIn  Connect with George Valdes on LinkedIn or Twitter Connect with Chris Morgan on LinkedIn  Check out Monograph Follow Monograph on LinkedIn or Instagram Listen and read more about Monograph 

In a world of seven billion people and counting, innovative design has become more important than ever. From residential to transportation to healthcare, how can we create an innovative built environment that caters to humanity’s changing needs? These are the questions that occupy leading design firms. For Olson Kundig’s CEO Hemanshu Parwani, or "HP" for short, the goal is to source top talent and deploy staff in ways that solve specific problems for clients—and benefit the world at large. Here, HP explains why it's valuable to follow a design-led approach, ask the right questions, and embrace innovation at every turn.Interview Takeaways Why now is the time to become an architect Design is not a commodity Be a design-led firm Identify problems to find opportunities The summit is not the goal Don’t fixate on titles Embrace innovation Look for talent, not resources Let the project create the budget The role of operations Running a firm is like running a project Set criteria for new projects Show Links Check out Olson Kundig Connect with Hemanshu Parwani on LinkedIn or Twitter Connect with George Valdes on LinkedIn or Twitter Check out Monograph Follow Monograph on LinkedIn or Instagram Listen and read more about Monograph  

Social media has allowed us to share our ideas on just about every subject. But free-flowing discourse on architecture styles and design careers hasn’t always been available. Katharina Benjamin of Kontextur and Jeff Kaplon of Subtilitas have each carved out online spaces for criticism, conversation, and inspiration while spotlighting topics and architecture offices that don’t get enough attention. On Best Practice, they talked to us about why sharing architectural knowledge is the key to a thriving professional life. Interview Takeaways Create a space to collect projects Give a voice to young designers Keep it visually simple Talk about money Resurface older works Fuel the creative fire Get value from the unseen messages Find where your images fit into the discourse Index the information you’ve gathered Make money but stay true to your mission Separate aesthetic influence from your design practice Keep an eye on the new generation Show Links Check out Kontextur and follow them on Instagram or Twitter Check out Subtilitas and follow them on Instagram Connect with Katharina Benjamin on LinkedIn Connect with Jeff Kaplon on LinkedIn Connect with George Valdes on LinkedIn or Twitter Check out Monograph Follow Monograph on LinkedIn or Instagram Listen and read more about Monograph

Growing a firm by a dozen employees each year can sound daunting. But the truth is that when you look at growth as a puzzle rooted in organizational structure, you can begin to make steady progress. Michael Hsu Office of Architecture did just that when the growth rate of Austin, Texas caused them to grow the firm from 21 to 78 people in just seven years. By doing things like doubling down on culture, working with diverse clients, and fostering employee growth, they have created a firm that is making an impressive mark. Interview Takeaways Grow with your city Hire for talent, not projects Retain your best clients Don’t cave to imposter syndrome Use metrics to select projects Cultivate self-awareness Find a financial consultant Recognize firm inflection points Should you hire a COO Employee growth isn’t one-size-fits-all Pick clients with the same goals Mitigate growing pains with organizational structure Show Links Check out Michael Hsu Office of Architecture Connect with Michael Hsu on LinkedIn Connect with Maija Kreishman on LinkedIn Connect with George Valdes on LinkedIn or Twitter Connect with Chris Morgan on LinkedIn Check out Monograph Follow Monograph on LinkedIn or Instagram Listen and read more about Monograph

How do you achieve successful growth as an architecture firm? It all comes down to having the right people on your team. Today, there are small 20-person firms that are making incredible revenue and ranking on lists alongside much larger counterparts. There are firms that have been acquired by larger firms, only to see their original talent leave. There is no magic formula for hiring and retaining the best people. But according to Marjanne Pearson, an industry force and the Chief Strategy Officer of Talentstar, there are ways to empower your strategic agenda and fill the roles you need. Interview Takeaways Architecture is more than design craft The birth of strategy and specialization The four levels of leadership Think beyond full-time employees Grow slowly and steadily Make change as easy as possible Learn how to become a change manager Evaluate hires for cultural fit Perfect the art of the interview The dangers of acquisition Help clients understand what they’re missing Design firms are not a hierarchy Show Links Check out Talentstar Connect with Marjanne Pearson on LinkedIn Connect with George Valdes on LinkedIn or Twitter Check out Monograph Follow Monograph on LinkedIn or Instagram Listen and read more about Monograph

What do business strategists and editor-in-chiefs have in common? They both require you to build relationships. Lots of them. As the director of strategy and partnerships at Trahan Architects, founder and editor-in-chief of Madame Architect, and a lifelong collector of mentors, Julia Gamolina is an expert relationship builder. In this episode, she shares how her roles overlap, how she approaches business strategy, and the steps she recommends to follow in her career footsteps.Interview Takeaways Find the common threads among women architects Grow from media site to community resource Produce content, not just buildings Connect with people Let business strategy take you to the next level Develop a central message and use it everywhere Keep developing new ideas Use social media to find collaborative partners Growth can only happen with a strong culture Get experience in as many roles as possible Explore your career, don’t plan Find mentors by approaching people you admire Show Links Check out Trahan Architects and follow them on LinkedIn or Twitter Connect with Julia Gamolina on LinkedIn or Twitter Connect with George Valdes on LinkedIn or Twitter Check out Monograph Follow Monograph on LinkedIn or Instagram Listen and read more about Monograph

Most architecture firms are grappling with the question of how technology and data fit into their practice. For many firms, the solution is a self-contained design technology team, similar to an IT department. But at KPF, they’re championing the idea of a digital practice, where technology is a means to deliver their projects in the best way possible. It’s not just support, it’s a way of operating. In this episode, BIM Practice Manager Veronica Quintero and Senior BIM Specialist Alex Wilson explain how their team is integrated into the practice, how they help solve problems for every department, and how they stay on top of training so that everyone knows how to use relevant tools.Interview Takeaways Foster digital expertise Keep the focus on the practice of architecture Work with other departments to improve efficiency Create a flow of data Build a project dashboard Collaborate as an industry Train with accountability Incentivize training by tying it to career progress Uplevel skills Harvest journals to understand what problems are recurring Value soft skills in leaders Create opportunities for advocacy Show Links Check out KPF and follow them on LinkedIn or Twitter Connect with Veronica Quintero on LinkedIn Connect with Alex Wilson on LinkedIn Connect with George Valdes on LinkedIn or Twitter Check out Monograph Follow Monograph on LinkedIn or Instagram Listen and read more about Monograph

In the past decade, the number of small architecture firms has been shrinking while the number of large firms has increased. The reason? A steep rise in the complexity of the projects firms are working on. As buildings get taller and more advanced, firms need bigger teams to handle the scope. And those teams would be lost without a good project manager to organize it all. Flora Bao, project manager at Bjarke Ingels Group (BIG), shared what it takes to be an excellent project manager, from soft skills to design knowledge to balancing internal and external goals.Interview Takeaways Meet demands of large projects with larger firms Balance design experience with communication Change the PM role based on firm size Use simple tools Figure out org charts Cut up large projects into chunks Develop soft skills Clarify internal and external goals Work with each team member individually Embrace generalist teams Gather experience Succeed by making everyone happy Show Links Check out BIG - Bjarke Ingels Group Follow BIG - Bjarke Ingels Group on LinkedIn or Twitter Connect with Flora Bao on LinkedIn Connect with George Valdes on LinkedIn or Twitter Check out Monograph Follow Monograph on LinkedIn or Instagram Listen and read more about Monograph

Life at a busy firm can be a mad scramble. When partners and owners start to wear too many hats, key information can slip through the cracks. Over time, the value of that missed information and haphazard staffing plans can add up. That’s why mid-size firms with a healthy budget should consider investing in a new hire: a financial operations role. When Snow Kreilich Architects hired bookkeeper and architect Sarah Hughes as Director Of Finance + Operations, they quickly felt the benefits.Interview Takeaways Do the math when hiring for operations Connect the dots on staffing and financials Prepare to navigate paused projects Engage in cash flow forecasting Find ways to absorb downtime Educate clients on the ramifications of paused projects Monitor staff hours to prevent burnout Use project data to make better decisions Create new proposals based on past projects An operations role lets you track data consistently Every firm can benefit from an operations role Improve operations through collaboration Show Links Check out Snow Kreilich Architects Connect with Trevor Bullen on LinkedIn Connect with Sarah Hughes on LinkedIn Connect with George Valdes on LinkedIn or Twitter Check out Monograph Follow Monograph on LinkedIn or Instagram Listen and read more about Monograph

If you want your firm to become known for a clear ethos, aesthetic, and vision, then you need to fold that identity into everything you do. From the clients and contractors you choose to work with to your office culture and the computers you buy, every action—large or small—should contribute to that overarching vision. This is the case at Trahan Architects. Partner Brad McWhirter and Director of Urban Design Margaret Jankowsky joined us to share how Trahan has forged a unique identity.Interview Takeaways Define urban design Maintain the ethos of a single firm Hone your virtual client skills Foster office-wide communication Start the design process from square one Foster collaborative partnerships Blur the line between disciplines The solution isn’t always a building Bring the client along for the design ride Bring the best idea forward Embed your firm’s ethos in everything you do Align with the right clients Show Links Check out Trahan Architects Connect with Brad McWhirter on LinkedIn Connect with Margaret Jankowsky on LinkedIn Connect with George Valdes on LinkedIn or Twitter Check out Monograph Follow Monograph on LinkedIn or Instagram Listen and read more about Monograph

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 Takeaways Assign someone to capture big decisions Expect consultants to interview you Don’t wait until the last minute to involve consultants Rethink the project bidding process Let consultants act as translators Consultants can help lock in specific products and vendors Benefit from consultants who are doing constant research & development Let consultants speak their own language Prioritize a holistic project view Don’t be intimidated by consultants Navigate the complexity of today’s construction industry Understand how consultant and manufacturer spec-writing compares Show Links Check out Amy Baker Architect and connect with Amy Baker on LinkedIn Check out Studio NYL and connect with Chris O’Hara on LinkedIn Connect with George Valdes on LinkedIn or Twitter Check out Monograph Follow Monograph on LinkedIn or Instagram Listen 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 Takeaways Take an intentional approach to design and construction Pursue excellence at all costs Get innovative when solving design problems Don’t let builders rein in your imagination Allow builders and architects to join forces Bring in a builder early on Seek out feedback to build better budgets Don’t get stuck in the architecture status quo Standardize every process for accurate estimates Measure management success Be a risk-taker Build a business that gives back Show Links Check out NS Builders Follow NS Builders on LinkedIn Connect with Nick Schiffer on LinkedIn or Twitter Connect with George Valdes on LinkedIn or Twitter Check out Monograph Follow Monograph on LinkedIn or Instagram Listen 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 Takeaways Make design a priority in development Balance design and construction knowledge to cut back on adjustments Bring out the best in a location Invest in amenities Treat the community as a stakeholder Learn real estate development by doing it Cultivate investors Add to the five phases of architecture Understand the client’s frustrations with time Build relationships at the construction site Use a construction manager to bridge gaps Show Links Check out Alloy Development and follow them on LinkedIn Connect with Alexandra Militano on LinkedIn Connect with George Valdes on LinkedIn or Twitter Check out Monograph Follow Monograph on LinkedIn or Instagram Listen 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 Takeaways Design your office to reflect who you are Create space for group discussion Keep crits alive in the pandemic Make education a priority Look for passion in design Pay attention to the elephants in the room Bring in experienced architects Don’t try to do it all Grow to accommodate interesting projects Business-focused leadership relieves a burden Use crits to learn in real-time Encourage design evolution with crits Show Links Check out Olson Kundig Follow Olson Kundig on LinkedIn or Twitter Connect with Alan Maskin on LinkedIn or Twitter Connect with Jerry Garcia on LinkedIn Connect with George Valdes on LinkedIn or Twitter Check out Monograph Follow Monograph on LinkedIn or Instagram Listen 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 Takeaways Map out a partnership Balance strengths and weaknesses Get to the important work faster Create a buyout plan that works for both parties Find paths for new owners Shift firm culture Use tech to build a remote culture Welcome asynchronous talent Make more spaces for conversation and collaboration Stay local even when you’re remote Continue relationships with founders Feel legitimate as a fully remote firm Show Links Check out OJK Architecture Follow OJK Architecture on LinkedIn Connect with Leah Bayer on LinkedIn or Twitter Connect with Kate Conley on LinkedIn Connect with George Valdes on LinkedIn or Twitter Check out Monograph Follow Monograph on LinkedIn or Instagram Listen 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 Takeaways Streamline decision-making to help increase revenue Culture is an essential part of company growth Vertical leadership structure is still important Use weekly one-on-ones to create stickiness How retaking control in project management shapes strategy Institute a ‘forecast rhythm’ to help with planning The value of staying consistent Transparency and respect go hand in hand Understand the role work plays in people’s lives The power of delegation Pay incentives can help bolster company culture Source ideas from everyone Show Links Check out Rossmann Architecture Inc. Follow Rossmann Architecture Inc. on LinkedIn Connect with Shane Balcom on LinkedIn Connect with George Valdes on LinkedIn or Twitter Check out Monograph Follow Monograph on LinkedIn or Twitter Listen 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 Takeaways Dive deep into architecture subjects Trace present issues to the past Embrace different ways to practice architecture Close the feedback loop between design and outcomes Bridge the gap between design, delivery, and sales Design doesn’t have to be king Expand your professional vocabulary Make a path for researchers Connect the dots with a customer success team Make room for customer success in practice Tie performance bonuses to NPS Use data to measure building performance Show Links Check out Saltmine Follow Saltmine or LinkedIn Connect with Jacob Reidel on LinkedIn or Twitter Connect with George Valdes on LinkedIn or Twitter Check out Monograph Follow Monograph on LinkedIn or Instagram Listen 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 Takeaways Learn to do things at a small scale first Develop one office voice Save costs with tech tools Question iteration Let the sense of place shine Hire people you like and give them room to grow Work with a business director Spread company information however you can Form partnerships with vetting and teamwork Take initiative if you want to move up Create normal tiers for growth Explain the process to clients and use feedback Show Links Check out ARCHITECTUREFIRM Follow ARCHITECTUREFIRM on LinkedIn or Twitter Connect with Adam Ruffin on LinkedIn or Twitter Connect with George Valdes on LinkedIn or Twitter Check out Monograph Follow Monograph on LinkedIn or Instagram Listen 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 Takeaways Welcome superusers Relieve anxiety with new org charts Become information intermediaries Create a new model for the profession Seek change in startups Shift culture during economic downturns Make things, don’t just design them Embrace automation Focus on the problem to solve, not the technology See people as humans, not tools Adapt by looking to the future and the past Put people before data Show Links Check out Deutsch Insights Connect with Randy Deutsch on LinkedIn or Twitter Connect with George Valdes on LinkedIn or Twitter Check out Monograph Follow Monograph on LinkedIn or Instagram Listen and read more about Monograph

Favor technical knowledge over soft skills Become more open-minded Accept embarrassment as part of the job Choose between good options Draw to communicate design intent Negate risk by understanding the technical stuff Embrace continued professional development Slowly expand your building science vocabulary Learn how projects are financed Show Links Check out Building Science Fight Club Connect with Christine Williamson on Instagram Connect with George Valdes on LinkedIn or Twitter Check out Monograph Follow Monograph on LinkedIn or Instagram Listen 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 Takeaways Make better decisions with building intelligence Use tech tools to free up time for connection Build data-centered operations Build a hive mind Evaluate and own your solutions Stick to small, surgical fixes Give people the right tools to fix a problem Capture reality in 3D Map unknown space 3 intuitive tools for redesigning operations Share knowledge across your company Give permission to fail through iteration Show Links Check out Voyansi Follow Voyansi on LinkedIn or Twitter Check out Libo’s new company, Katalyst DI Connect with Libo Li on LinkedIn or Twitter Connect with George Valdes on LinkedIn or Twitter Check out Monograph Follow Monograph on LinkedIn or Instagram Listen 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 Takeaways Think of your career like riding a bike Orchestrate your team Seek out a mentor Get your team on the same page Let people excel Find the sweet spot between creative and technical Consider the client, the interest, and the fee Prepare for booms and busts Be selective with projects Follow your intuition Set up client onboarding Organize your business differently Show Links Check out Idan Naor Workshop Follow Idan Naor Workshop on Instagram Connect with Idan Naor on LinkedIn Connect with George Valdes on LinkedIn or Twitter Check out Monograph Follow Monograph on LinkedIn or Instagram Listen 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 Takeaways Solve the software learning problem Improve test prep Help architects throughout their career Follow your passion Narrow your options through your purpose Use values to evaluate candidates Keep everyone swimming in the same direction Give people a tool for making decisions Go remote to clear hiring roadblocks Learn from the master/apprentice model Democratize learning Make skills attainable earlier Show Links Check out Black Spectacles Follow Black Spectacles on LinkedIn or Twitter Connect with Marc Teer on LinkedIn or Twitter Connect with George Valdes on LinkedIn or Twitter Check out Monograph Follow Monograph on LinkedIn or Instagram Listen and read more about Monograph

Do you want to be a JEDI? At HKS Architects, the acronym stands for Justice, Equity, Diversity and Inclusion. From defining shared vocabulary to setting benchmarks for success, it can be a long process to get such programs off the ground. JEDI Director Yiselle Santos explained why it’s well worth it, and how you can start.Interview Takeaways Get buy-in at every level Define the JEDI framework Anchor your program with a mission and vision Focus on business outcomes Solidify common language Empower high-performing diverse teams Set metrics for social justice Delve into the data Bridge the gap between technical and experiential Look at the long game Set your scope for social justice Start your JEDI journey Show Links Check out HKS Follow HKS on LinkedIn Connect with Yiselle Santos on LinkedIn or Twitter Connect with George Valdes on LinkedIn or Twitter Check out Monograph Follow Monograph on LinkedIn or Instagram Listen and read more about Monograph

Architecture and engineering are careers that offer a lot of autonomy and entrepreneurial spirit. But these industries also breed chaotic organizations and burnout. Rens Hayes, founder of H+O Structural Engineering, has set out to do things differently. He shared with us how he’s built a people-first business that’s all about value-driven growth.Interview Takeaways Help good people find you Define your mission, vision, and values Fight back against burnout culture Use your core values to create results Integrate your values into every decision and message Attract the right people by sharing your story Create a triangle-shaped framework for success Incentivize great performance Develop leaders who want to stay Reward continual improvement Weigh value alignment over local availability Balance the eight core areas of business Show Links Check out H+O Structural Engineering Follow H+O Structural Engineering on LinkedIn or Twitter Connect with Rens Hayes on LinkedIn Connect with George Valdes on LinkedIn or Twitter Check out Monograph Follow Monograph on LinkedIn or Instagram Listen and read more about Monograph

How can architects benefit from a collaborative platform like Airtable? If you’re interested in getting organized, it’s a no-brainer. Airtable’s own Jackie Park joined Monograph to explain how Airtable features can help hone your firm’s operations, from FF&E to recruitment. Whether you use Airtable or something else, the best part is that digital tools can free up more time for the creative work architects love.Interview Takeaways Use digital tools to organize information Airtable is a digital tool kit Jackie Park’s journey from architecture to sales Hone your digital customer pipeline Use Airtable for FF&E tasks Leverage a customizable database Use Airtable to organize the approval process The value of a shared workbench Organize and automate recruiting tasks Use Airtable to streamline operations Free up time for design Choose a digital platform based on your needs Show Links Check out Airtable Follow Airtable on LinkedIn or Twitter Connect with Jackie Park on LinkedIn Connect with George Valdes on LinkedIn or Twitter Check out Monograph Follow Monograph on LinkedIn or Instagram Listen and read more about Monograph

Common is the nation’s leading co-living brand operator. That means it’s two things at once: a housing company and a tech startup. It's a company where designers bridge the gap between software developer and property developer clients. It’s a unique role for an architect, and no one knows that better than Jenn Chang. Jenn started out as Common’s very first architect. Today, she serves as the company’s Vice President of Studio, Common's in-house design and construction team. Both Common and Jenn’s success has hinged on adaptability - and the ability to learn from lessons along the way.Interview Takeaways At Common, tech meets residential Jenn Chang charted new territory as Common's first architect Find the balance of creative ideas Create new opportunities with a proactive approach The brand operator model Offer flexible services based on client needs Analyze building performance data Hire for internal aptitude Foster an autonomous work environment Advocate for yourself and your team Shift your company concept Show Links Check out Common Follow Common on LinkedIn or Twitter Connect with Jenn Chang on LinkedIn Connect with George Valdes on LinkedIn or Twitter Check out Monograph Follow Monograph on LinkedIn or Instagram Listen and read more about Monograph

PR can seem complicated. But Tiffany Rafii knows that the right marketing strategy is a game-changer for every industry. The CEO and co-founder of UpSpring PR, Tiffany has been running her full-service communications agency for the architecture, design, and real estate markets since 2009. Today, her 25+ person team leverages digital and strategic PR to increase brand awareness and market share for dozens of companies.Interview Takeaways Leverage growth with PR Time your PR efforts right Grow business step-by-step Position for initial growth Use the talent you have Choose how to grow Double your focus group benefits Balance focus and flexibility Define your goals Get out there with SEO Open the door with PR Let go of the paid-ad dream Show Links Check out UpSpring PR Connect with Tiffany Rafii on LinkedIn Connect with George Valdes on LinkedIn or Twitter Check out Monograph Follow Monograph on LinkedIn or Instagram Listen and read more about Monograph

Few architecture firms can be seen as true trailblazers. But SHoP Architects is defying convention on everything from design to fabrication to installation. Luisa Mendez is a Senior Associate at SHoP Architects in New York City, where she has worked on projects like the Design Miami Pavilion, the Barclay Center, and the Porterhouse building. So how can you use technology and unique construction design to disrupt an industry? By leveraging digital delivery and tracking specific goals.Interview Takeaways SHoP’s 3 pillars The roles at SHoP Why you should mix experience levels and specialties Give designers the choice to specialize...or not Set up systems for employee success Three-fold project goals: value, data-driven, and time-driven Meet goals thanks to an invested team How a 3D project delivery system improves communication Leverage digital delivery tools The lagging tech at city agencies Luisa’s dream firm setup How digital tools can catch problems before they happen Show Links Check out SHoP Architects Follow SHoP Architects on LinkedIn and Twitter Connect with Luisa Mendez on LinkedIn Connect with George Valdes on LinkedIn or Twitter Check out Monograph Follow Monograph on LinkedIn or Twitter Listen and read more about Monograph

How can you turn your architecture business into a PR machine? By telling incredible stories about the services you provide and the projects you’ve completed. Matthew Keeshin has a rich background in both architecture and writing. Currently the digital media manager at ZGF, he explained why telling great stories goes beyond the buildings themselves.Interview Takeaways Stay connected with analytics Treat social media like blackjack Take stories beyond the building Act like an advisor Define the communication strategy Seek inspiration from other industries Craft a signature look and feel Create bite-sized information Keep imagination alive Position yourself as a leader Your online presence is your calling card Build relationships to reach your goals Show Links Check out ZGF Connect with Matthew Keeshin on LinkedIn or Twitter Connect with George Valdes on LinkedIn or Twitter Check out Monograph Follow Monograph on LinkedIn or Twitter Listen and read more about Monograph

When architecture firms collapsed during the ‘08 recession, Hope Trory realized that the traditional architecture industry desperately needed better online marketing. Hope is on a mission to help architecture firms grow - in any market. As founder of HOPEWORKSDESIGN, she helps small to midsize firms implement modern marketing strategies in traditional industries. Hope combines industry expertise, online marketing strategy, and her architecture background to help firms connect with their online audience.Interview Takeaways Recession-proof your architecture firm Go deeper with your website Define your messaging Attract your dream clients Learn your customers’ language Build your online reputation Filter for better leads  Tap into more budgets + markets Crunch the marketing numbers Look back to move forward Automate the filtering process Find the right marketing firm Show Links Check out HOPEWORKSDESIGN Connect with Hope Trory on LinkedIn or Twitter Connect with George Valdes on LinkedIn or Twitter Check out Monograph Follow Monograph on LinkedIn or Instagram Listen and read more about Monograph

How does technology influence architecture? How does architecture influence people? Those are the questions that consume Dr. Daniel Davis, senior researcher at Hassell and former Director of Research at WeWork. Daniel joined Monograph’s George Valdes to discuss the various ways that firms can approach, apply, and measure data.Interview Takeaways Which firms should embrace data Applying technology to business, not just design Rationalizing research Justifying design decisions with evidence Where firms don’t step in, other companies will Why certain firms don’t care about data Post-occupancy data is the holy grail Finding inspiration in the tech world Experimenting with new lines of revenue The dream of shared data Seeking new ways to analyze performance Show Links Connect with Dr. Daniel Davis on LinkedIn or Twitter Connect with George Valdes on LinkedIn or Twitter Check out Monograph Follow Monograph on LinkedIn or Instagram Listen and read more about Monograph

Evelyn Lee is a pillar of the architecture industry. Currently a senior internal experience designer for Slack, over the last two decades she has also played a role in AIA National and founded a podcast called Practice of Architecture. Evelyn’s eyes are set on the future of architecture: how both individual practitioners and leadership need to approach work in a way that is more innovative and inclusive than in years past.Interview Takeaways Growing your career as an individual contributor or manager Exploring better & faster task management Promoting transparent communication at every level Approaching work with an entrepreneurial mindset Taking the architecture role beyond building Fostering fledgling ideas Fighting back to regain lost work Navigating implementation risk Capturing data for business development Pushing the boundaries of the architecture business model Rethinking the time-based service model Cultivating a great customer experience Show Links Connect with Evelyn Lee on LinkedIn or Twitter Check out Practice of Architecture Connect with George Valdes on LinkedIn or Twitter Check out Monograph Follow Monograph on LinkedIn or Instagram Listen and read more about Monograph

Architects don’t learn about marketing in design school - and few learn about it after. When Bryon McCartney and his wife discovered just how many architects were missing out on opportunities by avoiding digital marketing, they founded Archmark, a marketing agency focused on architectural firms and their success. Bryon joined host George Valdes on a Monograph webinar to talk about how architects should start building their brand, the best social media platforms for firms looking to connect with new clients, and how developing a career and marketing niche is the best way to find your ideal clients.Interview Takeaways Many firms are not taking advantage of digital marketing Advertising, marketing, and public relations all play a unique role in branding Branding stems from an alignment of messaging There are three principles that should guide your branding To find clients, map out a client journey and identify pain points Stick to your purpose and keep your expertise focused Use your story to guide the content on your website & client outreach Communicate targeted messages on the right channels Create a specific ideal client and niche so you can target messages appropriately Use LinkedIn for client outreach Use Instagram for building brand awareness A good reputation will open many doors - even when you pick a niche Show Links Check out Archmark Follow Archmark on LinkedIn and Twitter Connect with Bryon McCartney on LinkedIn or Twitter Connect with George Valdes on LinkedIn or Twitter Check out Monograph Follow Monograph on LinkedIn or Instagram Listen and read more about Monograph

Are you a small firm architect? Then you’re also a businessperson. The problem is that architecture school is all about design, with very little training on the day-to-day practicalities of running a company. When Mark LePage and his wife started their architecture firm in 1999, they succeeded by dividing and conquering. Mark headed up the business side, while his wife focused on design. In a quest to create a community to help other small firms, they started EntreArchitect: a thriving online platform to help architects build better businesses. In an interview with Monograph’s Best Practice host George Valdes, LePage shared the importance of honing basic business skills, weeding out bad clients, and valuing a culture of transparency over secrecy.Interview Takeaways Architecture requires business education Financial management is a critical skill Filling in gaps with the right players First things first: create a roadmap Layering in marketing and sales strategies Architecture community helps spur growth Don’t be embarrassed about business Profit is not a dirty word Knowing who your ideal client is Embracing an “all for one” mentality Building a community to spark a career Show Links Check out EntreArchitect Follow EntreArchitect on LinkedIn or Twitter Listen to the EntreArchitect podcast Connect with Mark LePage on LinkedIn Connect with George Valdes on LinkedIn or Twitter Check out Monograph Follow Monograph on LinkedIn or Instagram Listen and read more about Monograph