EntreArchitect

FEBRUARY 24, 2013

With no clients and no money, we launched the firm as a sole proprietorship; Annmarie McCarthy, Architect. Slowly, we grew the firm and in 2002, with my license in hand, we incorporated as McCarthy LePage Architects, PC. We knew from day one that we needed a way to differentiate ourselves from the many other local firms.

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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.

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EntreArchitect

APRIL 20, 2015

Wintner, AIA, Emeritus , an architecture management consultant and co-author of the book, Financial Management for Design Professionals: The Path to Profitability. I am often asked, “How might I make my small firm more financially successful?” The higher the number, the more profitable the firm is.

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EntreArchitect

OCTOBER 26, 2020

I’m not alone: Sole Practices comprise a large portion of firms. Since every architect has worked for a firm with more than one employee, there are few experiences/resources that teach/prepare you to be a SPA. Salary generally lower than that of a large firm principal. architecture firms are under 10 employees.

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Architect Firms Professional Services Small Firm 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. The principals of the firm can push each other’s buttons in getting the desired results. It’s often very easy to see in some architectural firms where this system is succeeding.

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Firms Professional Services Architecture Firm Small Firm 52

EntreArchitect

JUNE 28, 2021

Operations are just what we have to do on the side to run a firm. We accept the fact that the main tool we use to run our firms is piles of spreadsheets scattered across our folders. Every firm in the architecture industry depends on a variation of spreadsheets. Design is what we do as architects. It’s not mind-blowing.

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Management Technology Technology Firms 52

EntreArchitect

SEPTEMBER 27, 2016

This is a guest post written by architect Jeff Echols, the founder of echoEngagement , an Indianapolis-based brand storytelling firm. There’s a statistic that gets thrown around from time to time in professional services industries like architecture. What if that firm had 8 R&R’s instead of 4? Could 10 Be 20?

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EntreArchitect

MARCH 17, 2013

Following these comments is a guest post; originally published in the AIA Trust educational booklet, Making The Transition To Running Your Own Firm. We practice under legal contracts requiring us to meet very high standards and provide services putting us at risk. Have you experienced a situation where your policy saved your firm?

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EntreArchitect

NOVEMBER 28, 2017

Annual profit plans and annual budgets are your firm’s financial goals expressed in dollars—your vision of what you hope your firm will achieve in the coming year. Firm principals who are good financial managers monitor such trends, determine why they are occurring, and respond to them before they develop into a serious problem.

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Architect Management Utilities Firms 52

EntreArchitect

JANUARY 18, 2015

Wintner, AIA, Emeritus , an architecture management consultant and co-author of the book, Financial Management for Design Professionals: The Path to Profitability. Where can a firm principal find the answer to: “What must I do to create the future prosperity of my firm?”. At least it’s a place to begin.

Management 52

Management Developer Development 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!), Construction Services.

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Architect Client Clients Insurance 52

EntreArchitect

APRIL 17, 2018

Why not make our businesses more profitable by offering other professional services? Toward a New Architectural Business Model – The Hybrid Firm. I see the future of architecture as a collection of small hybrid firms operating from smaller and more intimate settings – driving the economy into a positive direction.

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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. It can do that, but with the latest internet tools, much more is possible.

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Architecture Professional Services Client Clients 40

Life of an Architect

DECEMBER 8, 2013

As a result of our participation, we found out last week that our firm has received the 2013 Firm Award from the Dallas Chapter of the American Institute of Architects. I’ve included a copy of the letter we received below [click to enlarge] which explains why our firm was selected. ” Like to hear from your friend.

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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!), Construction Services.

Architect 52

Architect Client Clients Insurance 52

EntreArchitect

MARCH 16, 2007

C801 -1993, Joint Venture Agreement for Professional Services can be used for just such an arrangement. It is intended that the joint venture, once established, will enter into an agreement with the owner to provide professional services. Have you hired another architect to perform as a consultant?

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