EntreArchitect

APRIL 20, 2015

To learn more about Steve, his firm Management Consulting Services or to dive deeper into the subject that Steve is sharing with us here at EntreArchitect , visit his website at ManagementConsultingServices.com. I am often asked, “How might I make my small firm more financially successful?”

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Architecture Firm Firms Utilities Architecture 52

EntreArchitect

FEBRUARY 7, 2021

Working with many architecture firms over the past several years our agency, Archmark Architect Branding & Marketing, has been approached by many architects who have struggled to establish a consistent, repeatable, and reliable process to attract new clients and projects. The Evolution of Architecture Firm Marketing.

Architecture Firm 52

Architecture Firm Professional Services Client Clients 52

EntreArchitect

JULY 18, 2021

The styles discussed here are emblematic of many larger professional service firms, of which architecture can be a constituent part. It’s often very easy to see in some architectural firms where this system is succeeding. If we are to see leadership styles, what gives the style a distinctive appearance?

Firms 52

Firms Professional Services Architecture Firm Small Firm 52

EntreArchitect

SEPTEMBER 27, 2016

There’s a statistic that gets thrown around from time to time in professional services industries like architecture. I published a case study recently where the small architecture firm I highlighted could trace $10 million dollars of construction back to just 4 people. What if they’re competitors?

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Client Clients Firms Architecture Firm 52

EntreArchitect

OCTOBER 26, 2020

Architecture practices range in size – from one architect to over 100, but over half of U.S. architecture firms are under 10 employees. According to the American Institute of Architects, Sole Practices make up approximately 30% of all AIA member firms. I choose to practice as a Sole Practitioner Architect.

Architect 52

Architect Firms Professional Services Small Firm 52

EntreArchitect

JUNE 28, 2021

There’s been some software that attempts to create platforms for all professional service firms including architects, engineers, accountants, and lawyers. But these platforms fail to understand how architecture firms operate so the core problem of practice operations remains unsolved.

Management 52

Management Technology Technology Firms 52

EntreArchitect

DECEMBER 8, 2013

Your website has great potential as a selling tool for your architecture firm, but is it performing like it could? Successful selling of professional services involves careful listening and understanding a client’s concerns. Not Just a Portfolio. Don’t sell your website short. Encourage interaction.

Architecture 40

Architecture Professional Services Client Clients 40

EntreArchitect

NOVEMBER 28, 2017

Nor is it a measure of productivity, which is notoriously difficult to measure in professional service industries, including professional design firms. Finally, it is not, by itself, a measure of profitability, though maintaining a utilization rate in an optimal range can enhance your firm’s profitability potential.

Architect 52

Architect Management Utilities Firms 52

EntreArchitect

DECEMBER 26, 2017

Like any small business, architects must pay the typical operating expenses required to remain buoyant, such as utilities, professional service fees, consultants’ fees, insurances and several other overhead expenditures. Every business, including architecture firms (yes, its true!), must earn a profit.

Architect 52

Architect Client Clients Insurance 52

EntreArchitect

JANUARY 18, 2015

To support my assertion that the Timesheet is one of the most important financial resources of every professional service/design firm, we only have to consider the components of a firm’s accrual-basis, Profit/Loss Statement (P-L), which includes a section defined as, ‘Total Direct Labor (Salary) (TDL)’.

Management 52

Management Developer Development Firms 52

EntreArchitect

DECEMBER 16, 2012

Like any small business, architects must pay the typical operating expenses required to remain buoyant, such as utilities, professional service fees, consultants’ fees, insurances and several other overhead expenditures. Every business, including architecture firms (yes, its true!), must earn a profit.

Architect 52

Architect Client Clients Insurance 52