O-llaborative

Probing 'Locus Architecture' - small firm

2005-12-02T12:00:00.000-06:00

1. What type of work does your firm specialize in?
Creative environments that are environmentally responsible, including residential and small scale public buildings.

2. How is your firm structured?
Two partners, and a collaborative team of architects and interns - S-corporation.

3. What is your firms philosophy/vision? How does that relate to where you would like to see your firm in 5 years? And to where you see the field of architecture moving towards in the next 10-15 years?
I think our mission statement covers most of this. We've never worried where the field is going, but have focused instead of where we'd like to be going. This "vision" of moving towards our interests pretty much guides our efforts, and brings us clients with shared interests.
(mission): LOCUS Architecture is committed to providing clients with innovative design solutions for particular projects that result from a highly investigative design process, a studied analysis of traditional and unconventional construction methods, and an ongoing commitment to researching sustainable technologies and resource efficient construction methods. Each of our projects strives to enrich one's experience of space, light, context, materials and craftsmanship through the experience of architecture. It is our belief that exemplary architecture not only provides functional space, but acts as a lens through which we view, understand, and appreciate the natural and man-made world. In this way, architecture can offer order, beauty, and inspiration. Architecture, as we view it, is art. It is our belief that architecture should be harmoniously linked to microclimate, context, and both local and global sites. As a result, we promote the sale and use of local building materials, employ energy and resource efficient design strategies and actively practice "green" architecture. In conjunction with these aims, we produce designs which are bold and unique to each client and site. Collectively, we have over 50 years of on-site construction experience and over 20 years of construction observation experience to back our design efforts. Our methods and practices are tested and reviewed on site where their performance can be evaluated. In this way, we can provide inventive and creative designs for environmentally and socially responsible residential, commercial and public projects. At LOCUS we deliver a unique and personal product. Although projects range from new construction at the civic scale to the smallest residential remodels, each design opportunity brings creative potential. LOCUS Architecture's strength is transforming this potential into reality.

4. How does your firm change due to growth (and also downsizing)?
When we grow, we hire payroll staff. Occasionally, we have to lay off staff as well.

5. What advice do you have for grad students getting ready to practice architecture?
Do exactly what you want to do, learn what you want to learn from someone who can teach you, and find a firm that fits well within your own vision of your future. Life's too short to really do anything else.

*A traditional corporation, known as a C-corporation, is taxed as a separate entity, leading to double taxation of corporate income and dividends to shareholders. An S-corporation, on the other hand, is a corporation that elects to be treated as a pass-through entity (such as a sole proprietorship or partnership) for tax purposes. For more info, click on the S-corporation link.

Responses provided by Wynne Yelland of Locus.
To learn more please visit Locus Architecture.

Probing Rozeboom Miller Architects, Inc.--M firm

2005-12-02T11:30:00.000-06:00

Rozeboom Miller Architects, Inc. http://www.rmarchitects.com/
Specialty: What type of work does your firm specialize in?
Educational and Civic Architecture.

Structure: How is your firm structured?
Two Equal Partners/Principals, Five Associates , and +/- 25 Staff
Integrated Design Teams, emphasizing continuity throughout projects Each project led by one of two principals who manages projectsProjects generally have a project designer/project architect or both.

Philosophy/Vision: What is your firms philosophy/vision? How does that relate to where you would like to see your firm in 5 years? How does that relate to where you see the field of architecture moving towards in the next 10-15 years?
Our firms’ philosophy and vision is to stay in business by delighting our clients with outstanding service that delivers innovative architecture that is recognized by our peers for excellence. Don’t see it changing.

Flexibility: How does your firm change due to growth (and also downsizing)?
We have grown from two to thirty in 10 years. We have sometimes been slow to add staff, and have relied on hard work and extra efforts from staff. We have never laid off a staff person for lack of work. We try hard to err on the side of hiring very experienced staff, and students or entry level staff that we nurture into more responsible positions. Many of our hires are known friends or acquaintances, or referred to us by reliable sources.

Advice: What advice do you have for graduate students getting ready to practice architecture?
Be aware that becoming a competent architect is a long process. There are many skills required to be a good architect besides design skills, such as writing, reading, listening, speaking. Once you are in a firm, strive for as many different responsibilities and experiences as possible. Don’t get discouraged. Work hard. Listen. It will pay off.[Answers by Steve Miller]

Probing ESG Architects - Large Firm

2005-12-02T11:00:00.000-06:00

Interviewee: Tracy Jacques

1. What type of work does your firm specialize in?

ESG has several divisions within the firm, including: multi-family housing, hospitality & casinos, corporate, student housing, and senior living.

2. How is your firm structured?

There are three principles at ESG, each one is in charge of at least one division within the firm. Beyond that, they have discovered certain teams that work well together within the firm, and those teams stay together, even while crossing specialties. There is a lot of flexibility within the firm to pick up projects and work on different types of projects.

3. What is your firms philosophy/vision? How does that relate to where you would like to see your firm in 5 years? And to where you see the field of architecture moving towards in the next 10-15 years?

ESG is all about the client. A vast majority of their clients tend to be developers. They do very little marketing because of the repeat business they are granted. Most of the clients, because they work with developers, are actually contractors, so they gain a lot of business through the contractors as well.

4. How does your firm change due to growth (and also downsizing)?

Ten years ago, ESG had 42 people working for them, now they total 96, which is basically double the size. As the firm has grown, Tracy has noticed an increase in independent work because the firm is so big that you don’t know everyone that works there. Most projects have 6-9 people working on them at most.

5. What advice do you have for grad students getting ready to practice architecture?

First of all, have a passion for architecture, you’ll need that to get you through the early years, when the pay is low.
Build on your skill level, especially computer skills.

ESG Architects

Probing Ellerbe Becket--XL firm

2005-12-02T10:30:00.000-06:00

Q1. Specialty: What type of work does your firm specialize in?

A1. Health care
Sport facility
Corporation
Educational Institutions

Q2. Structure: How is your firm structured?

A2. Ellerbe Becket has total 400 employees firmwidely and 180 employees in Minneapolis Office.
Ellerbe Becket is composed of 5 offices in Minneapolis, Washington D.C., Kansas City, San francisco, and Dubai, U.A.E.
Ellerbe Becket has in-house system with design team, planning team, engineering team, construction team, interior design team, marketing team, and management team.
Q3. Philosophy/Vision: What is your firms philosophy/vision? How does that relate to where you would like to see your firm in 5 years? How does that relate to where you see the field of architecture moving towards in the next 10-15 years?

A3. Ellerbe Becket’s philosophy is to design facilities that are compatible with clients’ needs; can be built within established construction budget constraints; provide optimum efficiency and economy in usage; permit flexibility in use over time; are aesthetically pleasing; and enhance the overall environment within which they are built.

Q4. Flexibility: How does your firm change due to growth (and also downsizing)?

A4. We have strong market place in health care and sports facility. Our knowledge and experience in the specialties make us keep getting simular kind of jobs.

Q5. Advice: What advice do you have for graduate students getting ready to practice architecture?

A5. Find out what do you want to be and in which field you have talents. If you already figure them out, try to make yourself an expert in the field. An architect can work as a project manager, designer, planner, technician, construction manager, markerter. Architecture is a collaborative job not just design, and various professionals are needed.

CONCLUSIONS - THE MATRIX RELOADED

2005-12-02T08:16:00.000-06:00

Which Pill Will You Take? S, M, L, XL

2005-12-02T07:13:00.000-06:00

In the movie The Matrix Morpheus gives Neo a choice between the red pill or the blue pill. If he takes the blue pill, he will wake up never to remember the Matrix. If he chooses to take the red pill, he enters the Matrix and learns the truth. Although this is just a movie, our choices of where we choose to work in the future: small, medium, large, or extra large firm, will affect our professional development.

So O-llaborative asks, which pill will you take?

To see a twist to this scene, visit the link below and click on the guy in the upper left hand corner:
http://www.flashplayer.com/animation/blueorredpill.html

Probing Miller Hanson Partners--M Sized Firm

2005-12-01T12:18:00.000-06:00

Miller Hanson Partners

Heritage Park Performing Arts Center, Minneapolis, MN

Specialty: What type of work does your firm specialize in?
Housing is the focus: created more than 45,000 homes: Senior campuses. Luxury condos.
Co-ops. Mixed-use developments. Affordable apartments.

Structure: How is your firm structured?
4 partners: Wilton J. BergerAIA AssociatePresident and Partner, John P. Rova, AIAVice President and Partner, Kent N. Simon, AIA Vice President and Partner, and Link S. Wilson, AIA, CSIVice President and Partner.

25+/- Person Firm- They would like to remain at this size in terms of staff. They feel they can do the amount of work that is needed base upon the exisitng firm size.
The project team is based on project type and size of the project.
[Answers given by Witon.]

Probing RSP-- XL firm

2005-11-30T22:39:00.000-06:00

Q1. Specialty: What type of work does your firm specialize in?

A1. Corporation, Retail, Housing, Industrial

Q2. Structure: How is your firm structured?

A2. Rsp has total 250 employees including architects, engineers, marketing team, and management team.
2 offices- 1 is located in Minneapolis
1 is located in Phenix in Arizona.
Rsp Minneapolis office is composed of 9 studios with a principal leading and 20 to 30 professionals per a studio. Rsp has a board of directors and 4 senior principals to manage all studios.

Q3. Philosophy/Vision: What is your firms philosophy/vision? How does that relate to where you would like to see your firm in 5 years? How does that relate to where you see the field of architecture moving towards in the next 10-15 years?

A3. Philosophy: Focus on the service for clients.
Vision: It is related in where our client’s needs will be over the next 5 years. We are looking a head to what are they needs.

Q4. Flexibility: How does your firm change due to growth (and also downsizing)?

A4. By a lot of experience with diverse practices, we have been able to manage market place change without downsize.

Q5. Advice: What advice do you have for graduate students getting ready to practice architecture?

A5. Develop an understanding of the whole process. Consider what does it mean to design sustainable environments and how to collaborate with other professionals who have different goals to create a realistic design.

Probing HGA--XL firm

2005-11-30T17:37:00.000-06:00

Q1. Specialty: What type of work does your firm specialize in?

A1. 45% of the jobs is Health care. It is main specialty.
35% of the jobs is Cooperate and business
15% of the jobs is ACE(Arts: museum, religious temples, Community: community center, Education: high schools, colleges)
5% of the jobs is extra project

Q2. Structure: How is your firm structured?

A2. Total 550 employees are in HGA including architects, engineers, marketing team, and management team.
HGA is composed of 5 offices- 2 are located in minnesota, 1 is in rocchester, 1 is in Minneapolis
2 are located in California, 1 is located in Wisconsin
35 parters are in HGA, composed of architects and engineers.
The owners include pricipals, designers, project architects and project managers.
12 principals- 20 designers per a principal- 15 project architects per a designer- 25 project managers per a project architect
One team is composed of approximately 20 architects, 20 engineers and 20 consultants.
HGA has in-house marketing team.
Sometimes designer do marketing job. High quality project clients want to meet the designer.

Q3. Philosophy/Vision: What is your firms philosophy/vision? How does that relate to where you would like to see your firm in 5 years? How does that relate to where you see the field of architecture moving towards in the next 10-15 years?

A3. Philosophy: High-quality design.
Maintain happy clients.
Make reasonable profit.
Vision: In five years, to be national wide firm.
In 10 to 15 years, to be international firm.
Do not loose the main philosophy or vision when they are getting bigger.

Q4. Flexibility: How does your firm change due to growth (and also downsizing)?

A4. Health care is really stable and is not depending on economic conditions. If economic condition is good, the job scope is expended to nomal building types. When they have economic difficulty, they go back their main specialty, health care projects.

Needs for future growing: Technology like network computer system or communicate device is important when the firm is growing. How they can share the information efficiently will be the key to cooperate between each branches.

Q4. Advice: What advice do you have for graduate students getting ready to practice architecture?

A4. When you start to work, be open minded and absorb all kind of knowledge without any preconception. Seek to know knowledge. Try to know how a building is actually built not just conceptually but also practically. Be patient to learn materials, structure, or all kind of practical stuffs.

Interview with BIS in MN Convention

2005-11-30T17:33:00.000-06:00

Q1: What is BIS?
A: BIS mean business information systems. The program we recommend executes all kind of business conducts instead of the firm’s employees. If a firm uses the program, employees can reduce the time for extracting and replication data, and spend the time for more valuable activity to improve quality, productivity, cash flow, customer satisfaction and ultimate company value.

Q2. Who could be your clients?
A: If a firm has more than 5 million dollars budget annually, it would be a client.

Q3. What is the product you brought today?
A: Microsoft Solomon, which is management program. It’s integrating data and reporting will save time and promote more productive and fulfilling activity. It works as a project manager and account.

Related in our blog about different sized firm types, we found most of big firms have marketing or manage team and they pay huge money for the collecting marketing data and management. If the firms use that kind of managing program, the firms could reduce the labor fee and get more profits as well as manage efficiently.

Probing Architectural Alliance - Large Firm

2005-11-30T17:08:00.000-06:00

Interviewee: Secretary, gatekeeper

1. What type of work does your firm specialize in?

Architectural Alliance has several divisions within the firm, including: corporate, retail, public, interiors, and aviation clients.

2. How is your firm structured?

Architectural Alliance believes in teamwork. “Their full service planning and design teams function as an integrated unit. Each group of specialists (including our network of external consultants) brings its own unique contribution to a project.” (website)

3. What is your firms philosophy/vision? How does that relate to where you would like to see your firm in 5 years? And to where you see the field of architecture moving towards in the next 10-15 years?

“create lasting and memorable environments, suitable to their purpose and place.
collaborate with owners, consultants, and other building professionals, who are essential to transform design into built reality.
strategically partner with other building professionals to complement our design services.
tailor our management and project delivery services to communicate clearly and maximize their impact on the client and the project. Our services are timely, efficient, and fiscally responsible.
develop environmentally responsible designs that create healthy buildings and sustain a healthy world.
encourage innovation in all areas of design and project delivery.
attract and retain a talented and dedicated staff through our commitment to superior product delivery, and innovative and exceptional design.” (website)

4. How does your firm change due to growth (and also downsizing)?
No response

5. What advice do you have for grad students getting ready to practice architecture?

Internships are valuable, learn as much as you can.

To Learn More visit:

Probing KKE Architects - Large Firm

2005-11-30T17:05:00.000-06:00

Interviewee: Ron Erickson

1. What type of work does your firm specialize in?

KKE has several divisions within the firm, including: retail, mixed-use, housing, education, schools, justice and government, entertainment, and private sector work.

2. How is your firm structured?

The firm is structured into studios by specializations. Some people work in more than one area based on their own personal interests. People are not defined or confined by specialization unless they choose to be. There is a design “department” within each division but there is also a separate design office in addition to all the specialty departments. Ron views KKE as a series of small firms that are deeply specialized in one market. As a large firm, they are able to operate like a small firm but with all the benefits of a large firm.

3. What is your firms philosophy/vision? How does that relate to where you would like to see your firm in 5 years? And to where you see the field of architecture moving towards in the next 10-15 years?

KKE’s vision is thinking beyond architecture. They look to see what drives their clients in order to design a building that would cater to their goals and needs. As far as the field of architecture, Ron believes that architects will be needed for more projects because the knowledge required to be an architect is highly specialized. Also, in the future projects won’t be simply defined, programs will be collapsing together. For instance, KKE was in charge of designing a jail combined with senior housing because convicts are getting older. Also, the concept of “one size fits all” firm does not exist, there will always be a place for big and small firms.

4. How does your firm change due to growth (and also downsizing)?

When they first started, KKE decided that they wanted to work for people that were in the business of building buildings (ie. Developers). Their first clients were developers, so as the developers’ markets diversified, so did the firm’s markets.

5. What advice do you have for grad students getting ready to practice architecture?

Do what you want to do, that is what you will do best.
Work hard.
Keep an open mind.

AIA MN at the AIA MN Convention

2005-11-29T11:15:00.000-06:00

A non-profit organization that serves to support the profession, albeit, on a larger scale, is the AIA. I interviewed Tom Hysell from AIA MN/Minneapolis to get his thoughts on how they cater to firms of different sizes. He said that typically, what people put into the AIA is what they get out of it. The AIA has contract forms that firms can use, which have modified formats for smaller firms sizes. Any of the forms can be adapted to fit individual firm styles.

Other ways they support the profession are evident in their mission statement: they seek to “increase the public's understanding of the Minnesota architect's value, to take a leadership position on the discussion of issues affecting the public good and the development of appropriate public policy , and provide members with a collaborative, life-long learning environment that gives them a competitive advantage."
It is important as a profession that we get the word out about what we can do and that we continue to learn. The AIA now works at grass roots levels organizing people to make change - it is a venue for people seeking to change government policies in ways as various as building standards or material choices that pollute our global environment.

For more information, please visit AIA MN.

Small Firms: Protecting Our Investments

2005-11-29T11:08:00.000-06:00

At the recent AIA MN convention, I spoke to Jeff Schlesinger from RBC Dain Rauscher who told me about the services their firm can provide to architects: retirement plans, investments, and college savings. For small firms, it is important that they reinvest their money wisely to help sustain their firms into the future. The business of architecture not only requires finding work, but developing a contingency plan for hard times. We have all seen how the market can fluctuate - in times where no work is coming in, it is nice to have money to fall back on. Word on the street is that small firms are going to be the wave of the future. It is important we seek out resources that can help us along the way. After all, a firm may have a unique vision to change the world, but without the financial backing to do so, many dreams go unrealized.

Probing 'Salmela Architect' - small firm

2005-11-28T21:55:00.000-06:00

1. What type of work does your firm specialize in?
Interesting design programs

2. How is your firm structured?
1 principal, 2 additional architects (one in office with principal, one in twin cities)

3. What is your firms philosophy/vision? How does that relate to where you would like to see your firm in 5 years? And to where you see the field of architecture moving towards in the next 10-15 years?
Follow your design instincts. Your final solution should hold up to 5 checks, one week apart. If your conclusions hold, that is your
concept.
Five years or next week, always do better than the previous project.
Buildings will get smaller and more refined.

4. How does your firm change due to growth (and also downsizing)?
I've tripled in size.

5. What advice do you have for grad students getting ready to practice architecture?
Get as much experience in different types of firms that do quailty
work until you are ready to practice on your own.

Responses provided by David Salmela.
To see more, please visit Salmela Architect.

Outsourcing: AIA Convention Exhibit Hall Interview

2005-11-22T15:04:00.000-06:00

Cad Drafting and Design Services, Inc.
Lyn Diefenderfer, President, Senior Technician

O-llaborative interviewed Lyn Diefenderfer, President of CAD Drafting and Design Services, Inc. at the AIA convention last week. Lyn runs an outsource drafting firm, catering to firms that are too busy to complete work in house. We were curious as to what size firm he catered to most frequently. Most of his business comes from smaller firms that do not want to hire more people just for specific projects, so they hire his firm to keep the firm stable in employment. One of his clients is, however a firm that employs over 50 people. Lyn saw his firm more in the realm of consultants than competition for interns aspiring for jobs at architectural firms providing the same service. We were also curious to find out who he considers to be his client. He responded by saying that the architecture firm that hires his firm is ultimately his client, but that he does get a chance to interact with the architect’s clients from time to time, and in some cases even lead meetings. Is the future of architecture moving towards this collaboration, not only interdisciplinary, but with outsourcing firms, where “my” employees become “your” employees and so on?

Further discussion is happening on other blogs regarding this topic…check out the hype on Activist Architect

AIA Convention- Small Sized Firm: Keynote Address

2005-11-22T15:01:00.000-06:00

Architecture and Control, The Architect as Master Builder in the Urban Environment

Jonathan Segal is an architect that designs, develops, and constructs his own projects; he recently spoke at the AIA convention. His work philosophy directly translates to the blog project of researching firm sizes and structure. When he graduated from architecture school, he made a conscious decision to work for a small firm for two years and then a large firm for two years, not to design, but to learn the business of architecture. This is a good point to make because it is probably easier to learn the business side of architecture in a smaller firm, especially when starting out, than in a larger firm. At the end of those four years, Jonathan’s opinion was that it is much easier to run a development company than an architecture firm, so that is what he set out to do. Also, architects can do a better job at being developers than developers because we have architectural sense and knowledge they typically do not possess. He does have six people working for him though, so it seems that it is a kind of hybrid firm of architecture and development (called Jman group). A lot of firms we’ve heard from in class have talked about expanding or starting their firms by looking at the marketplace and then providing what they see the market needs. Perhaps, this is what the market needs now: less developers and more hybrids of architects / developers.

Check out his website..

AIA Convention- Medium Sized Firm: Keynote Address

2005-11-20T17:47:00.000-06:00

Medium Sized Firm

Pugh + Scarpa

Lawrence Scarpa, AIA, is a principal and co-founder of Pugh + Scarpa, in Santa Monica, California. Over the last five years Pugh + Scarpa has received many major design awards including national AIA Honor Awards, Record Houses, Record Interiors, an AIA COTE Award, and is a finalist for the World Habitat Award. Scarpa has taught and lectured at the university level, and is a co-founder of Livable Places, Inc., a nonprofit development and public policy organization dedicated to building mixed-use housing on under-utilized and problematic parcels of land. In this presentation, Scarpa will present two energy neutral buildings at two very different scales: a 44-unit 100% energy neutral affordable housing project in Colorado and a 100% energy neutral single family house.

Article from AIA Minnesota

Nation Wide Web Site about Arch. Firms: All Sizes

2005-11-20T17:27:00.000-06:00

Check this out!

Inside Arch

Mission:
The primary goal of InsideArch is to gather quantitative and qualitative information about the work, culture, and employee experience at architecture firms, to synthesize and present that information in a meaningful, valuable format so as to empower interns and architects to make career decisions more beneficial to themselves and the profession as a whole

Medium Sized Firm- Tells Their Story

2005-11-20T17:07:00.000-06:00

How Do You Plan for a Bad Economy?

Walker-Warner Architects Inc.

Brooks WalkerCo-owner and founderWalker-Warner Architects Inc. AIA
Brooks Walker didn´t intend to start his own residential architecture firm. One day the business just came to him.
When Walker graduated from college in 1983, unemployment and interest rates were skyrocketing. There was hardly any building taking place, so Walker considered himself lucky when his uncle´s San Francisco based architecture firm hired him on to help with some of its recession-proof clients. Walker stayed in the family business until 1987, when he decided to learn the construction business firsthand. To do so, he built two houses on speculation.
Suddenly, due to the influx of money into the Bay area from Asia, he had two more spec houses to build. Working out of the dining room of his apartment, he did construction by day and architecture by night. Almost overnight, he had too much work — and a small business of his own.
"I thought I wanted to get into real estate development," says Walker. "But the residential architecture business found me."
Because Walker´s foray into residential architecture was unplanned, he never took the time to sit down and write a formal business plan for his business, San Francisco-based Walker-Warner Architects, which he and a friend, Greg Warner, officially opened in February 1989.
Because of the up-and-down nature of the residential architecture market, Walker and his partner have never bothered to write a business plan during the 11 years they´ve been in business. "There´s not much we can plan to do to generate demand," says Walker. Our business is at the whim of the economy."
Walker-Warner Architect´s story is proof of that assertion. Shortly after the firm was founded and began to gain momentum building spec houses, the October 1989 Loma Prieta earthquake shook Northern California and delayed all construction. California´s economy slowed; home prices plummeted in the early ´90s, and residential design and building halted. "A business plan wouldn´t have helped us in those recessionary times," says Walker.

Things changed in 1993 when the company was given a shot at designing a 10-acre estate in Carmel. "It was a very lucky commission," says Walker. "We had only been hired originally to do the assessments on the water and the lot."
What the firm learned: Let the client and their friends be your advertising. For Walker-Warner Architects, word of their good work in Carmel led to many more upscale projects, which put them in a strong position when the booming Internet economy of the late ´90s hit Northern California.
To cope with the ups and downs of their industry, Walker and Warner sit down once a week to plan potential projects. Then they work with their project managers to distribute the workload among their 18-person staff. They´ve also hired a consultant to help them structure their operations so that they have a continuous cash flow. "We didn´t want to wake up one morning during a downturn in the economy and not be able to meet payroll," says Walker.
One piece of advice from the consultant: Hire an office manager who can keep track of expenses and incoming work and fees and quickly give a snapshot of where the firm is.
"We´re not in control of the larger forces, so we are working to run our office as efficiently as possible given any type of economy we face," says Walker. "We believe that if we are practicing our profession and are truly engaged in what we are doing, then our best business plan is a sound philosophy."
-- Susan Smith Hendrickson , From AllBusiness

RSP's philosophy and vision

2005-11-15T10:16:00.000-06:00

This is from RSP intra home page.

Our Values...
These core values express our business philosophy and inform our strategic decisions:

Spirit
The quality of our work and workplace are a manifestation of our spirit. The spark of our creativity, the warmth of our camaraderie, and the energy of our efforts are the heart of our life as a firm. We extend this spirit freely to all.

Excellence
Excellence is a process, not a destination. We are dedicated to the continual improvement of all that we do. We are committed to ongoing honest evaluation of ourselves and our work, which is the key toward excellence.

Vision
We look to the future with the insights gained from our past and present. We embrace change and accept the challenge of shaping our future to meet tomorrow's needs. We strive for innovative vision derived from perceptive foresight. We pursue our vision with discernment, determination, and care.

Respect
We see our work as a team effort, enhanced by our support and respect for each other. We acknowledge and value the diversity of contributions that enables our success. We are receptive to ideas of others and acknowledge different approaches to work and life beyond work. We are committed to open and honest dealings with each other as the path to mutual respect, accountability, and lifelong learning.

Integrity
We will not compromise our values. We are honest, respectful, fair, trustworthy, and sincere in what we say and in what we do.

Stewardship
We strive to take care for and wisely use all that is entrusted to us: our relationships, time, money, influence, talents, and environment. We seek to create lasting value in what we do. We are committed to sharing what we have with others and improving the world around us.

Lessons from CLASS.....KKE style

2005-11-11T11:09:00.000-06:00

KKE recently visited our class to discuss the design of a business strategy. Several elements discussed directly correlated with our topic of firm size, so we thought we would share this information with the masses….

1. The same challenges exist in designing a firm as designing a project.
In the 80’s, KKE had 60 people; today they are as large as 210 people. They’ve grown in the same manner as HGA, another local firm in the Twin Cities, in that they’ve studied the marketplace. In this way they could diversify into the education and government market so they could avoid the pitfalls of this cyclical building environment we live in.

2. Diversity in the firm is what gives it more stability, rather than the size of the firm.
In order to diversify, KKE also branched out geographically, tapping into markets in California and elsewhere. They also noted that growth is what keeps employees loyal. Rather than diversifying into a vertical silo format, they’ve diversified in a more horizontal fashion, to keep from ostracizing specialties within the firm.

Speciality.

2005-11-11T10:59:00.000-06:00

Resource: The Business Review, you can see whole article.

Niche, specialty can be profitable for architect

By Joseph A. Paone

As both the clients and the programmatic elements of the projects of the '90s have become more sophisticated, the need for specialized firms and methods have increased dramatically.
Clients are looking specifically for architects with prior experience in their particular project area. This simple fact adds a great deal to a client's confidence in his or her selection of the architectural firm.

1. Find particular building types to have speciality.

The most common niche architects aim for is that of particular building types, which typically are classified by the particular use or the occupancy for which they were designed. Examples of design niches include libraries, aquariums, hospitals, airports, schools, religious buildings, financial institutions and correctional facilities. The clients with these highly technical projects are demanding architectural firms with prior project experience in that building type.
The client thinks that if an architectural firm has performed that particular work before, it is more qualified to do that kind of work again--more so than a firm with no prior project experience in that area.

Advantages to specializing in a particular building area.
--The firm's client base becomes enlarged as the firm's reputation for that kind of building grows. The client base may range from regional to national, and even international.
Many clients of specialized architectural firms build when the need arises, which--in part--immunizes them from current economic conditions. This is a definite advantage to a firm that may have projects stopped or terminated due to economic reasons beyond their control.
Once firms are perceived to be experts in their particular building type, they can use this to their benefit by creating a backlog of future projects. Many clients will wait--though not indefinitely--for their project to be done, if they think they are dealing with a firm that really knows their needs and their project, and has completed several projects similar to theirs before.

2. Contract partnering.
Partnering is a method that involves one architectural firm performing a particular portion of the project and another firm or firms performing another portion. This creates a symbiotic relationship that draws on the particular strengths of the individual firms. An example of partnering is where one firm is responsible for the exterior portion of the project and another with more interior experience is responsible for the project's interior package.
Another example is a firm partnering with a another company that has prior experience in a particular building type. The division of work among several architectural firms may be based on other criteria as well. Firms that are more proficient in planning, design, management or construction documents may want to team up with another firm with different proficiencies, thus creating a relationship beneficial for both the architects and the client.
The concept of partnering definitely is becoming more popular in the architectural profession.

3. Act in the role of the general contractor.
Some architectural firms are acting as general contracting architect, commonly referred to as "GC architect."
This does not mean that the architect has decided to get into the administration of the construction phase of the particular project. It means that rather than the architect completing all portions of the project within his or her own firm, the architectural portions of the projects are subbed out to other architectural firms. This is a practice that traditionally has been done with other building system disciplines such as structural and mechanical systems.
However, now it is increasing with the architectural portions of the job itself. This is due, in part, to the growing numbers of one- and two-person architectural firms, usually the principals who may not have the staff to produce such work, the technical knowledge to complete it or the desire to hire employees to do the job.
Architectural firms may sub out the specifications, construction documents, renderings and computer-related work. They are, in fact, taking work they are under contract to perform and subbing it out to other architects to complete.

4. Pursue work from other architects, namely the GC architects.
This fast is becoming a very popular niche. Typically, these architects specialize in production work or other areas related to the completion of a project. They may work on an entire project from schematic design through construction documents or only on a portion of the project, such as specifications.
In a sense, these architects are architectural "guns for hire." When a firm is too busy, understaffed, lacks the technical knowledge or just does not want to do the work, it can seek those firms specializing in this niche. This eliminates the firm's having to hire additional employees, providing benefits and, ultimately, increasing overhead costs. This kind of relationship can be very beneficial to an architectural firm.

How do niches form the future of the architectural profession? It certainly will be more difficult for architectural firms to pursue and get new projects in areas in which they do not have prior experience. This will prompt many firms to narrow their focus of new clients to those similar to the ones they have worked with in the past.
With more smaller firms emerging--those with fewer than five people--the number looking at other firms outside of their organization to perform work for them will increase. Odds are, they will be looking for architectural guns for hire who will meet their needs.
Also, as the competition increases for fewer projects, many firms will collaborate and partner to produce win-win relationships for all parties involved. Architects should take the opportunity to step back from the daily process to reassess their business from a segment point of view and discover what it reveals. It just might help them to plan better for the future.
Paone is a principal in Paone Associates, an architectural and interior design firm in Malta. He has degrees in both architecture and business administration.

Methodological marketing strategy for all architectural firms.

2005-11-11T10:01:00.000-06:00

Resource: Residential design & build

By Bill Smith
Marketing is all about Strategy
Without a goal, marketing can be a waste of time and money

1. Set your goals
- Identify builder's goals.
- Identify the target market and profile the customer.
- Determine what your marketing messages need to be.

2. Pick your tactics
The final stage of developing a marketing program is selecting the tactics that will have the greatest impact. The key is to find the combination that will provide the best results at the most reasonable cost.

- Networking.
Every time you interact with someone who has influence over your business, you are networking. One of the advantages of networking, in addition to its effectiveness, is its inexpensive nature. The only monetary cost may be the price of lunch at a local chamber of commerce event, or the cost of attending an industry symposium. However, it can be time-consuming, so allocate networking time wisely.

- Advertising.
Advertising provides an opportunity to present a company to many people at once.
A small ad in a local newspaper or industry trade publication can cost thousands of dollars. If you decide to pursue advertising, it’s important to target the right audience, and that the messages are clear and effective.

- Public relations.
PR is the most effective — and cost-effective — way to reach many people at once. Through public relations, it’s possible to arrange stories about your company, products or services, and staff in media outlets that reach your most important targets. Media targets can include local business press and electronic media; national trade press writing for your industry; and national business and general media, such as the Wall Street Journal, Business Week and CNN.
PR is effective on a number of levels, foremost to reach many people through a single story. Also, because information is presented in an article rather than a paid ad, it carries more credibility than an advertisement. As a result, people will pay more attention. Also, published articles can be turned into effective handouts or direct mail pieces, so their lives extend beyond the shelf-life of the magazine or newspaper in which it appears.
PR also is cost-effective because no one pays for placement. If there is something interesting or important to say, the media will want to run an article by you, or include your people as sources in their stories. And knowing the target media and the types of stories they want can translate into conducting a public relations program in-house on your own. But even if you don’t feel comfortable working with the media, a public relations professional can implement a program that won’t cost too much.

- Public speaking.
Industry conferences and local business meetings (such as chamber of commerce events) can provide valuable promotional opportunities. By speaking in front of audiences comprised of potential clients and strategic partners, you can position yourself, or members of the company, as experts and industry leaders.

- Website design.
Chances are your company already has a website. By providing links to articles about your firm or its services, or information about upcoming speaking engagements or new project wins, you can keep prospective customers and partners informed and demonstrate your business success.

- Direct mail.
Direct mail is another effective marketing tactic that can be expensive. In addition to buying or developing target lists, you also have to develop the direct mail pieces and pay for their distribution. Because of the expense, it is important to make sure that every mailing supports your overall business goals. You should have a specific objective (i.e., generate a certain amount or percentage of leads) and always follow up directly with everyone to whom the piece is sent. Haphazard direct mail efforts are no more effective than flushing marketing dollars down the drain.

Of course there are additional marketing approaches that can be effective. However, for most architects and builders these tactics can serve as the foundation of an effective marketing program, providing valuable results at manageable costs. Whichever tactics ultimately are used, the most important factor in determining the success or failure of a marketing program is strategy. Take a strategic approach to marketing and realize greater results than ever thought possible.

Matrix Components

2005-11-04T16:22:00.000-06:00

The following questions (condensed from the original questionnaire) will be explored in a 5 part matrix.

Specialty: What type of work does your firm specialize in?
Structure: How is your firm structured?
Philosophy/Vision: What is your firms philosophy/vision? How does that relate to where you would like to see your firm in 5 years? How does that relate to where you see the field of architecture moving towards in the next 10-15 years?
Flexibility: How does your firm change due to growth (and also downsizing)?
Advice: What advice do you have for graduate students getting ready to practice architecture?

Small firm's marketing strategy.

2005-10-28T10:27:00.000-05:00

1. Have a speciality in small projects suited to the small firm size.
2. Try to do everything on computer in-house.
ex) researching building codes
using software to create 3-D photo-realistic renderings
producing marketing pieces
setting up a Web page
3. Keep active in the local community instead of advertising.
ex) teaching in education courses at a community center.

Small architectural firms find they have ways to compete with larger ones

Heather E. Macdonald
Free-Lance Writer

When competing against large architectural firms with the resources and manpower to take on costly projects and massive marketing efforts, small firms might be expected to pull out of the race. Instead, five-person, four-person, even one-person operations in the Capital Region have found they can find work in the same market, even competing against other architectural firms of all sizes. Building a reputation in a specialty area sometimes is all it takes.
Architect William Stevens of Clifton Park puts his efforts into smaller projects and has found that niche works well for a firm of his size. He has been on his own for the past 20 years, working on short-term projects like houses, small commercial buildings, restaurants and funeral homes, as well as home additions and alterations.
"We compete by specializing in small projects suited to our size," he said. Most of them are in the Capital Region; some recent projects include Fo Han Chinese Buffet in Clifton Park and Mari's Japanese Cuisine in Burnt Hills.
Stephen Cotler, principal in Cotler Architecture and Planning, P.C. in Latham, said that his firm, which includes two principals, an office manager, a part-time bookkeeper and two to three interns, is open to different opportunities, but in some areas it is necessary to specialize in order to be considered competitive. The firm currently concentrates its efforts on auto dealerships, day care centers, office buildings, medical facilities and private schools.
"Once you get into a new building type, there is a learning curve," Cotler said. "It takes a few projects to become competitive."
Dennis Ross, a partner in Mitchell-Ross Associates Architects P.C. in Voorheesville, said that more than 50 percent of his firm's work is in specialty areas. The firm specializes in municipal projects such as fire stations, police stations and fire training facilities, as well as recreational projects like pools, golf course pro shops and clubhouses. Recent projects in the Capital Region include the Guilderland Center Fire Station and the South Schenectady Fire Region Number 6.
Finding a niche may sound limiting, but Ross has discovered one specialty often leads to another.
"When the firm started in 1992, it began with a fire station project, which led to another similar project," he said. "Along the way, we picked up our other specialty, and because of what we do and how we do it, we can do other things, like site selection and feasibility studies."
Dan Dembling, principal in Dembling and Dembling in Albany, has had a similar experience. With 22 employees, his firm borders on mid-sized, but he said he usually puts small teams of three to five people on individual projects. The firm specializes in college and university work, restaurant and retail projects, and also works with municipalities and the state Department of Transportation. Dembling left Manhattan for the Capital Region with a background in restaurant projects and has found that experience lends itself easily to current projects here for Price Chopper.
"Supermarkets are becoming much more like take-out restaurants," Dembling said. "Basically, we're building a restaurant inside the supermarket."
A very generalized background also can be an asset in a small architectural firm. Donald Windelspecht, owner of Eastlake Architecture P.C. in Troy, started his two-person firm three years ago, with prior experience working as an architect in this area for 20 years. He said he has worked at some of the largest and some of the smallest firms in the Capital Region.
His background, combined with a drive to outwork the competition, could be what keeps him in the game. When Windelspecht was trying for the Fort Edward train station, he researched, drew up a presentation drawing, answered client questions about budget and scheduling, and finally won out over 25 to 30 other firms.
"I showed a fanatical amount of interest on that project, which gave me an edge," he said. "I proved to them that I was the most interested."
Eastlake often is viewed as being rehabilitation-oriented, a current marketing strong point, Windelspecht said. He noted, however, that he would like to develop a few more niches, in assisted living projects for senior citizens and health care projects, and would rather be considered a "multi-niche generalist."
"If I market myself in just one particular type of architecture, I may be losing opportunities," he said. "At this size, I want to take advantage of every opportunity."
But Janet Null, president of Argus Architecture & Preservation P.C. in Troy, said it's a misrepresentation to say that small firms go into niches to compete. "We're doing major projects and competing successfully against larger firms," she said.
A three-person firm, Argus does a great deal of preservation work and has a good reputation in that area; the firm won the Adirondack Architectural Heritage Award this year. However, Argus remains generalized in practice. The firm started in 1989, and recent projects have included the Broadway/Waterfront Pedestrian Corridor in Troy, Lark Street Revitalization in Albany and Creighton Storey Homes in Albany.
"We represent a firm that is competitive by doing projects we think are worthwhile. We deliberately try to keep the practice very broad-based," Null said.
Of course, manpower does matter when it comes to certain issues. At Mitchell-Ross, a six-person firm, partners find themselves dealing with time- consuming activities that a larger firm's construction administration department would take care of, Ross said. He also pointed out small firms have to spend time focusing on the business end of things, because they can't turn to a personnel department for help in that area.
Windelspecht noted that it sometimes is difficult for a firm his size to keep projects flowing in and out at a workable rate. On the other hand, his firm has less overhead and much less bureaucracy to deal with than a larger office.
Small firms also can gain footing through software packages and computer programs. "What has basically happened is firms like ours can compete with firms like Einhorn Yaffee Prescott by using computers. It used to be only the big firms could afford computers," Dembling said.
Cotler noted that his firm tries to do everything on computer, including researching building codes, using software to create 3-D photo-realistic renderings and producing marketing pieces in-house. The firm also has set up a Web page.
"Even though we're a smaller firm, we're using the computer to leverage our capabilities to do a job," he said.
Keeping active in the local community also is important, said Capital Region architects, who agreed that referrals and repeat business are much more apt to build business than advertising.
Stevens keeps his name out there by teaching two adult education courses: Design Your Own Home, and Home Additions and Alterations. He also serves on the New York State Building Code Board and the American Arbitration Association. Windelspecht serves as president of the Hudson Mohawk Industrial Gateway and has joined the Rensselaer County Chamber of Commerce and the Rensselaer County Historic Society.
Dembling's firm does a lot of pro bono work, including a recent project at Clover Patch Camp in Clifton Park. "It's for promotion of our firm and betterment of the community," he said. "I'd rather do that than spend money on advertising."
But smaller firms don't always have to make up for their size. In fact, some clients prefer the benefits of working with a smaller office.
Cotler said his office can always put one of the principals on a project. "That's an important part of our service," he said.
Ross agreed that the number of employees is not all that counts with the client. "When we go to compete, size doesn't make a whole lot of difference," he said. "Expertise and knowledge does."

The above article is from The Business Review web page.

On Firm Culture

2005-10-27T20:58:00.000-05:00

A few of the questions we have formed relate to "firm culture" which encompasses work environment, work hours, opportunities for enrichment and the like. While we will not be rating the individual firms we interview, another independent group called InsideArch has rated hundreds of firms. They are a web-based resource dedicated to collecting information and perspectives about the work, culture, and employee experience in individual architecture firms. They have respondents answers questions related to a firm they have worked at. The questions involve six different areas: Experience, Firm General, Development, Employees, Environment, and Management. This resource is helpful to those who may be trying to pick out a place to intern at.
http://www.insidearch.org/home.php

Questionnaire for Firms

2005-10-27T15:03:00.000-05:00

Each member of the team has been asking firms the following questions:
1. Who owns your firm (one owner, employee owned, partners, etc.)?
a. What is their educational background/training?
i. How did it prepare you for the business aspect of Architecture?
2. Do you have external or internal consultants?
3. What kind of work do you do (residential, commercial, etc.)?
a. What role do you play (design, manage, and/or consult)?
i. Do you engage in design build approaches?
ii. What services do you offer your client(s) during construction?
4. How is your firm structured?
a. Is it divided up into areas of focus? Which areas?
b. Do your teams change?
c. How do you start designing a project and how is that moved along through your firms structure? (Beginning to end – cycle)
d. How does your work environment aid in project development?
e. How do you disseminate information in your firm?
f. What are the numbers of people in the following areas:
i. Students
ii. Interns
iii. Unregistered Architects
iv. Registered Architects
v. Interdisciplinary (structural, interior design, construction management, etc.)
g. Do you do a lot of ‘in house work’ or do you contract out with specialists?
h. What is your working methodology? (research, etc.)
5. How do you find clients?
a. Marketing? How (word of mouth from previous clients, repeat clients, advertising, competitions, etc.)?
i. How many people work in your marketing dept. (if you have one)?
b. Who do you consider to be your competition?
6. What is your firms design philosophy?
a. How do you handle sustainability issues (do you consider them)?
7. How does your firm react to personal events?
8. Do you engage in any community service work (Habitat for Humanity, teaching in schools, etc)? If so, how do you encourage your employees to become involved?
9. Where do you see the field of Architecture moving towards in the future?
a. Where do you see your firm in 10-15 years? Types of projects, firm size? How will your firm change?
10. If you had one piece of advice for 3rd year architectural grad students what would that be

The answers will be transformed into a matrix in order to develop an understanding of how firms work.

Extra large firms!!

2005-10-27T14:33:00.001-05:00

Here we go!!

Ellerbe Becket
HGA
Perkins+Will
RSP

Small Firms

2005-10-27T14:33:00.000-05:00

We are researching the following small local firms:
Locus Architecture, Ltd
Salmela Architect
Site II
Abraham + Associates Architects

Please click on the links to view their work.

Some of the vital statistics:

Locus Architecture, Ltd.
Personnel:
Architectural - 3
Other Technical - 2

Building Types:
Residential (new, remodel, additions) 60%
Churches/Worship Facilities 30%
Sustainable Design 10%

(from http://www.aia-mn.org)

Salmela Architect
Personnel:
Architectural - 2
Architect + Interior Designer - 1
Administrative - 1

Building Types:
Residential (new, remodel, additions) 70%
Planning (master, urban, land) 10%
Industrial/Manufacturing/Warehousing 10%
Interior Architecture 5%
Retail/Commercial 5%

(from http://www.aia-mn.org)

Site II
Community Service:
The principal, Josh Weinstein, sets an example for the field for leadership to youth. He co-founded the Architectural Youth Program (AYP) in Minneapolis and St. Paul. The program involves high school students from minority and underserved backgrounds in participatory and interactive instruction, so they can achieve an appreciation of architecture and the design arts.

(from http://www.cala.umn.edu)

Abraham + Associates Architects
Personnel:
Architectural - 2
Landscape architect - 1
Other professional - 1
Other Technical - 1
Administrative - 1

Building Type:
Sustainable Design 100%
Municipal/Civic Buildings 35%
Interior Architecture 25%
Green Roof Design 20%
Office Buildings/Banks/Financial 20%
Chruches/Worship Facilities 15%
Retail/Commercial 10%
Residential (new, remodel, additions) 10%
Housing (multiple units, hotels, dorms) 10%
Museums/Cultural Centers 5%
Education/Academic Buildings 5%

(from http://www.aia-mn.org)

Large Firms

2005-10-25T22:43:00.000-05:00

These are the local large firms we will be researching:

KKE Architects
ESG Architects
Architectural Alliance
Cunningham Group

We invite you to check out their websites!

Medium Sized Firms

2005-10-25T18:06:00.000-05:00

Information per AIA Minnesota May-June 2004 issue.

Ankeny Kell Architects
Architects Rego+Youngquist, Inc.
Barbour Ladouceur Architects
Horty Elving
Jordan Architects, P.A.
Miller Hanson Partners
Mohagen/Hansen Architectural Group
Pope Associates, Inc.
Rafferty Rafferty Tollefson Architects, Inc.
Rozeboom Miller Architects, Inc.
Station Nineteen Architects, Inc.

Firm Size: Stats + Information

2005-10-25T15:25:00.000-05:00

Image credit: The Architect's Handbook of Professional Practice, Student Edition, 13th Edition. page 61

This graphic depicts the relationship between the size of the firm and the issues it must deal with as it grows. The second chart shows a typical principle's career. As time goes on a principle's involvement with design decreases as management [and salary] increases.

Future of Architecture : Interoperability

2005-10-25T14:17:00.000-05:00

A panel of architects, hosted by the AIA, met recently to discuss the future of the architecture profession. Collaboration among consultants, contractors, and architecs is becoming a hot topic within the field. Building Information Modeling is a new technology that is blazing its way through the profession that allows for greater collaboration. Check out this website to see how this new technology will change the profession and get a LARGE firm's viewpoint.....
http://www.aia.org/aiarchitect/thisweek05/tw0520/0520conv_fri_panel.htm

S, M, L, XL

2005-09-29T22:16:00.000-05:00

No, contrary to what it seems, we are not attempting to redo something already explored by Rem Koolhaus. Rather, what we are delving into is an exploration of firms within our grasp. We will unearth the nitty gritty details that characterize firms of different sizes, examining different scopes of each entity; such as what the firms focus is, how they disseminate information, etc.
Here is the game plan:

Framework

Each member of the team is to pick a size: S (0-5), M (15-30), L(50-100), or XL (100+)
Each person will choose 3 appropriate sized firms (from our locale) to study

Phases of Implementation

Excavation: The first week will be spent digging up information pertaining to each firm.

Reveal Phase: The exhumed data will be presented on the blog site.

The Matrix: This is where it all is broken down. Linkages and discontinuites will be discovered through comparative analysis.

The Keanu Reeves Response: Bloggers will be invited to add to our insight by posting their personal experiences in trying to conquer the matrix.

Revolutions: At the end, we will merge information together to provide some insight for those who are trying to navigate the matrix. Hope for all mortal (CAD)slaves will be restored again.