How becoming a better businesswoman helped put me in control as an architect

I find myself reflecting on the humble beginnings of our practice, which, like many others, sprouted amidst the challenging economic environment that followed the financial crisis of 2007-08. Back then in 2010, when job opportunities were scarce, we seized the chance to create our own destiny.

Thirteen years have passed since those uncertain days, and I must say, we’re doing okay. At the start, we were fumbling in the dark, unsure of our business acumen. But through the quality of our work and the level of service we provided, we managed to thrive.

Our reputation spread through organic growth and the power of word-of-mouth referrals. We never advertised, yet we earned a good living.

However, success came at a price—a constant stream of long hours, a lack of holidays, and little downtime. Little did I know that our true business journey would begin amidst the chaos of the Covid-19 pandemic.

Like countless other business owners, we initially worried about our future. With no government assistance for small businesses, we resorted to securing a Bounce Back Loan as a safety net, ensuring we could at least pay ourselves if the work came to a halt. But fate had other plans.

Our workload only increased, creating a hungry monster of a business that demanded constant feeding. Eventually in early 2022, it reached a tipping point where we decided that enough was enough. This was the moment our real business journey commenced.

Despite having twelve years of experience in running our own practice, and a portfolio of solid work, we acknowledged that we needed guidance to grow further.

Amidst the chaos, we stumbled upon a podcast featuring an old university friend who introduced us to a company offering architectural-specific business training. Intrigued, we embarked on video calls, and after careful consideration, we decided to invest our loan in their expertise, learning how to navigate the business realm and rectify our mistakes.

So where are we now? Presently, we find ourselves in a position of greater control, though the journey is far from over.

Our journey with Business of Architecture has been transformative, to say the least. We stripped down our business to its core and rebuilt it, this time with a clear vision and focus. We learned the invaluable skills of tracking, forecasting, and charting our own course, rather than letting the monster steer us blindly.

The training has been challenging, and we continue to navigate this path of growth. However, it raises an important question: why is it assumed that architects possess natural business prowess?

Throughout my architectural training and employment, running a business was never part of the curriculum. The industry’s representatives seemed to have overlooked the need for comprehensive support or courses on managing an architectural practice.

Isn’t it time for a change? Shouldn’t they provide the guidance and resources we require to succeed?

Fee tables, for instance, were once a valuable tool in determining appropriate pricing levels. Why not reintroduce them and champion to the public why an architect is an essential investment not only during the compliance stages, but right to the very end?

My own opinion is that we now stand at a turning point within the architectural industry. With the emergence of various roles that offer similar services, the value of hiring an architect hangs in the balance.

To preserve our profession we must all step up and fight our corner and demand help and guidance. Mere online CPD sessions won’t suffice; architects need proper business education right from the start. It’s time for our representatives to champion this cause, leveraging their influence with government and educational bodies.

The government are quick to legislate and hold us to account in the building industry, and rightly so. However, they turn a blind eye to the countless other services that hold no professional licenses or insurance, that claim to provide a similar service. But perhaps that’s another argument for another day?

So where are we now? Presently, we find ourselves in a position of greater control, though the journey is far from over.

We possess the tools and knowledge to steer our ship in the direction we desire. We prioritise fiscal awareness, competing based on the value and quality we provide. We no longer succumb to pressure from clients seeking price reductions.

Actively marketing our services and dedicating a significant portion of our time to prospecting have become integral to our approach. Last year, we even managed to enjoy a 10-day vacation. With newfound confidence, we eagerly embrace the challenges that lie ahead.

>> Also read: Architecture is a business. So why don’t architects act like business people?