Open Book: 3 Architects on How They Navigated Business Challenges
Three architects, six questions – discover the challenges, turning points and must-have tools for these design pros
In this new story series, Houzz goes behind the scenes with three notable architects to hear about their greatest business challenges, breakthroughs and the best professional advice they have received. This month, we talk to Lisa Breeze, director of Lisa Breeze Architect; design director Broderick Ely and director Andrew Piva of B.E Architecture; and Eugene Cheah, director of Cheah Saw Architecture.
Broderick Ely, design director of B.E Architecture
- Broderick Ely and Andrew Piva: B.E Architecture has gradually grown from a handful of people to what is now close to twenty. This has been an organic process, so the challenges were in identifying ways to maintain that day-to-day, hands-on approach to all projects, which we find important and still allow the natural momentum of projects to remain unimpeded. It positively forced us to become much more organised and focused.
Andrew Piva, director of B.E Architecture
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Eugene Cheah and Joanne Saw, directors of Cheah Saw Architecture
- Eugene Cheah: When we first started working on larger projects a short time after founding the practice, we had to rapidly organise the resources and systems to support the work.
2. How did you trade out of it?
- Lisa Breeze: I’ve discovered the key is to be incredibly well-organised, to be realistic about time frames and communicate these clearly to clients, plus the remainder of my team, which is a close-knit group of consultants, builders and tradies.
- Broderick Ely and Andrew Piva: The Growth of B.E Architecture has allowed us to establish project teams rather than individuals, which pools not only resources but the interactivity of multiple people debating and workshopping projects. Establishing our dynamic team has allowed us to develop more detailed and exciting projects, with much greater engagement, knowledge-base, and skill-sets.
- Eugene Cheah: We sought help and guidance from colleagues.
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3. What brought about a major turning point in your company?
- Lisa Breeze: A couple of years into running my practice, I noticed a real shift in the types of clients and projects that were coming my way. They had homes with great bones that needed renovating. I could bring my experience, skill and expertise as a residential architect to create beautiful homes for these clients, to improve their day-to-day lives, and add value to the biggest investment they own.
- Broderick Ely and Andrew Piva: There’s no major turning point or project that had a singular impact, but rather the culmination of many. We’ve been fortunate enough to have had committed and enthusiastic clients from very early on, and a series of landmark projects that have helped clarify and create an identity for B.E Architecture.
- Eugene Cheah: We experienced a turning point when our first projects started to get beyond the drawing board – as projects got to site, marketing and completion.
4. What’s the best tool your business uses?
- Lisa Breeze: We use Vectorworks and SketchUp to design and document projects, online software such as Xero and Harvest to manage money and time, plus all the toys that Apple has to offer (iPhone, iPad and Mac computers).
- Broderick Ely and Andrew Piva: Highly engaging visual social media tools have allowed our works to reach a greater audience, as well as give us an online voice in expressing who we are. Platforms such as these have enabled commissions both interstate and overseas.
- Eugene Cheah: We’re very fortunate to have colleagues and mentors who have generously shared their knowledge and experience. We believe there is no more important tool in a business.
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5. What do you think are the challenges ahead for the industry?
- Lisa Breeze: Remaining relevant and present online is hugely important for the day-to-day running of any business. This was not necessarily the case when I started out.
- Broderick Ely and Andrew Piva: One of the challenges a bit closer to home for us will be finding and nurturing trades who specialise in more handcrafted, artisanal construction. As many of the details, materials and techniques we champion in our homes are traditionally carried out by the old guard of building trades, the rise in alternative and more efficient construction methodologies is quickly diminishing the pool of available people to do this work.
- Eugene Cheah: The competitive landscape is always changing. From increasing numbers of foreign design practices coming to Australia, to the maturing local residential market, to the global opportunities that have arisen from international recognition of our design industry. This increased competition will continue to raise the bar for design practices, which we very much welcome. We believe the industry will mature and grow, responding to topical social, economic and environmental issues, continuing to make meaningful contributions to the cities we live and work in and the wider community.
6. What’s the best professional advice you’ve been given?
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- Lisa Breeze: Always work hard, which was how I was brought up. It is also how I have managed busy times or the growth spurts during my business’s development.
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- Broderick Ely and Andrew Piva: The best professional advice I’ve received is to always be critical of what you’re doing. Never be afraid of asking ‘what is wrong with this picture?’. It’s also great to surround yourself with people who are not afraid to challenge you about issues; it keeps the process of refinement alive.
- Eugene Cheah: Quite a lot of advice has been about the importance of understanding the values and priorities of the client and working with them to create projects that exceed their expectations.
Your turn
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Need more practical advice about running your business? Delve into Houzz’s tips for professionals here
1. What was the most challenging time in your business?
- Lisa Breeze: Every day of running a small business and being an architect presents challenges – of the good sort, of course. The most challenging periods I’ve had are when there has been a high workload to manage.
The life span of an architectural project from concept to completion on-site is long – minimum two years – and the pace that it moves at can be varied and unpredictable. It can be difficult to juggle and manage the timing and workload across various projects, in addition to the challenges of running a small business, such as managing money, insurances, branding and marketing.