This week’s interview is with Grizzle and Jonathan Junker, founders of Graypants, a company that produces pendant lights made entirely of repurposed corrugated cardboard.

The company’s flagship line Scraplights embodies the team’s interest in repurposing and environmentally responsible design. In 2012, they set up their European office in Amsterdam, from where they started distribution to over forty countries, while the Seattle studio still provides local production for North America and functions as a prototyping shop.

Their portfolio includes public artworks, architectural installations and several lines of lighting, furniture, packaging designs sold throughout the world. Their debut architecture project Garage won the coveted AIA Seattle’s Award of Honor in 2013.

We were curious to learn how these two architects turned their ideas into products and made the transition from “classic” architecture to productizing designs, successfully selling them and establishing a brand.

Enjoy the interview!

What made you decide to found Graypants? Was there a particular moment that sealed the decision for you?

Graypants was an early dream hatched in our college days and refined through scribbles and sketches on napkins. It was born from the desire to combine our love of making with our fascination in technology. We wanted to find a way to bridge that gap and bring technology back to our fingertips.

The moment that sealed our fateful decision was the recession in 2008. Working as architects, that soon had no more building to design, we had to find another outlet for our creativity and energy. We then decided to take the leap and turn those sketches into something crazy and tangible.

Which of your products was first piece with the potential to sell?

The scraplight series (made from repurposed/recycled cardboard boxes) was our first designs with commercial success.

What do you find the most fulfilling about product creation?

Coming from the world of architecture, which can take several years and up to a lifetime to realize a design, we instantly enjoyed how quickly you could prototype and touch a product design. We both really enjoyed model building in architecture and product design was a way for us to bring design back to our hands using a more tactile process.

How did you establish your brand?

Our brand was established and grew out of a friendship. The name Graypants comes from an inside joke between Jonathan and myself.

We saw creating our brand as another fun design problem to solve and we approached it that way.

We wanted to tackle this creatively and come up with a unique solution that was an extension of who Jon and I both are.

How has your architectural training helped you in the actual running of your business? What specific/transferable skills have proved the most useful?

To be honest, through our architectural training we learned how to be creative problem solvers which became our best asset. We had zero business experience and training. However, we approached business as a design problem and were eager to solve it.

With that said, I would definitely recommend some business training!

I think finding a business mentor was one of the most valuable things we ever did.

We soon realized that we did not have the appropriate knowledge to tackle a lot of the difficult challenges we would face. We were very fortunate to find mentors and colleagues early on that were able to help fill in the gaps that we really needed.

Graypants expanded to Europe in 2012. What was the biggest challenge in the process of developing the business from a two men startup to an international enterprise?

One would think language might be the biggest hurdle… but the fact that the Dutch can speak better English than us made that part pretty easy. All kidding aside, the biggest challenge was probably trusting that we were making the right decisions. It was scary to scale and expand.

Again, we were very fortunate and met some amazing people along our journey that made all of this possible. We learned to trust our dream and our vision. It is easy to second-guess yourself, but trusting your passion and speaking from your heart helped us realize our truth and gave us the courage to keep pushing ahead.

You continue to work as architects. Could you tell us about your project Garage?

When we started Graypants we were not sure if we would practice architecture again… There was something about the profession that we loved so much that we ended up having a struggle with it. We decided that we would only dip our toes back into architecture if we would be able to treat it as art. And that is precisely what the garage became… architecture turned into art and poetry.

The garage was a dream come true process for us. The clients allowed us to approach the space in that way and they also challenged us to design in that way. The garage became more than a space, it became an experience and it became a way for us to capture a memory for the clients in a surprising way that allowed us to transform the space into something magical. We wanted to find a way to honor the mundane things we do on a daily basis, and celebrate them as a tool to change the way we live.

What is next for Graypants? What kind of products will be launched soon?

Lots of exciting things are on our horizon…. perhaps too many to list but we are most exited about a new lighting series that we have just launched in Milan. It is a huge departure for us in material and technology.

Do you have any advice for archipreneurs who are interested in starting their own business?

Never give up, get back up and remember to breathe.

Pursuing your dreams is not a sprint but more of a marathon.

How do you see the future of the architectural profession? In which areas (outside of traditional practice) can you see major opportunities for up and coming developers and architects?

TECHNOLOGY!!!! The profession is changing so quickly due to the rapid expanse in technology. Fabrication, 3D printing and virtual reality are amazing tools that designers now can easily access. I particularly find the virtual design space to be fascinating and can easily see how that will start to rapidly change the way we think, work, design and live.

About Seth Grizzle and Jonathan Junker

Seth Grizzle and Jonathan Junker are founders and partners of Graypants. They both enjoyed a similar upbringing in a small town in Ohio. Here, they lived with the motto “if it’s broke, you fix it”, which functioned as an inspiration for their later professional life.

They studied at Kent State University, and this is the where the first steps to Graypants were set. After submitting their work to Design within Reach in 2008 – and becoming finalists – their work is now well-known and respected. In November of 2013, Graypants was awarded AIA Seattle’s Award of Honor for their debut architecture project, Garage.

Graypants designs are products with stories and feelings, more than just beautiful objects. Seth and Jon are passionate about their work, and believe that this is an essential element that can be seen in their work.

Designs such as the Scraplights series and the Kerflights have made Graypants to what they are today. Nevertheless, new collections – like the Chronalights series – are constantly introduced, of which the latest have been shown at Euroluce 2017.

The post Product Design Made by Architects – How Graypants Built an International Brand appeared first on Archipreneur.

This week’s interview is with Michael Kohn, CEO of Stickyworld.

Michael had been working as an architect in London when he realized that there was a need for a better and easier collaboration between stakeholders in the process of building. He created Stickyworld, a web- and mobile-based tool that enables projects to be shared, commented on and posted with virtual sticky notes attached directly to the images. The tool makes it easier for everyone to understand the discussion at hand, as well as to capture and evidence new insights from participants during the design and construction process.

Stickyworld has since evolved into a universal participation platform, serving individuals and organizations within and outside the AEC industry who seek to involve others in general online engagement discussions or structured participation processes.

Read on to learn how Michael combined his passion for architecture and computing, and how he built a business from these interests.

Enjoy the interview!

Could you tell us a little about your background?

I studied architecture at The Bartlett School of Architecture. But I had always been a little bit entrepreneurial. I built a house for my mum in my gap year, and after I had graduated I entered a lot of competitions for houses of the future.

As an architect, I was always looking for something slightly outside the norm, and I noticed my architectural concepts were verging more on product ideas than straight architecture. I thought of the architect’s role as an enabler to others to make space, rather than saying exactly how everything has to be. As a registered architect, I worked for Cullinan Studio on large building projects like universities and also masterplans.

I later returned to university to study computing: computational design, parametric, programming, and scripting. After I had finished my studies, I set up a computational design consultancy, selling specialist services to bigger practices whilst teaching professional studies at the University of London.

So, this period for me was a weird mix of part-time teaching the traditional practice of architecture to final year students, whilst myself, I was a total novice as entrepreneur, learning the ropes in tech entrepreneurship, mainly through winning funded research and innovation projects. I think I must be a continuous learner and that helps.

What made you decide to found Stickyworld?

In 2005 I cofounded a practice called Slider Studio together with Renee Puusepp. The practice is still running, although now only by Renee Puusepp. We studied computing together, and worked on 3D gaming technology as one of our technology ideas. We did a big project for the Birmingham City Council, delivered as a consultation gaming engine for a housing regeneration project.

The kids loved it because they could jump on a bus and look around and play swapping the architect’s designs around, rather than look at complicated architectural drawings. What we found, however, was that the adults didn’t really engage with the technology. Then somebody asked, “Why can’t I put a sticky note inside your virtual world like I can in the real world?” So that was where the inspiration and name for ‘Stickyworld’ came from.

We were also looking at how you can involve wider groups of people in feedback, discussions, and informing decisions.

There was an understanding that there was a big untapped market for technologies that involved those wider groups.

That didn’t necessarily mean citizens. For instance, when I was working in a practice it was really hard to get a client and the client’s clients and all those other stakeholders into one room so that you can get your drawings signed off and the team gets paid. We realized that there was a missing piece in the software market for technology that would focus exclusively on those wider groups.

How do you finance your startup? Any tips for our community on how you managed it?

It was a fairly normal method: At Slider Studio we took on some ‘normal’ architectural projects that kept us alive. In addition, I was teaching three days a week.

Then we started applying for research and technology grants and competitions. We won a couple of those, got some investments, and then Stickyworld was founded as a business. Since then, it’s been a mix of commercial sales and larger project work to develop the technology for clients and some more technology competition wins. It’s a real mix. You have to scrap in the startup world.

You developed a web- and mobile-based tool that allows more voices to be heard during the design and construction process. Could you give us some examples of how the tool is used and how it helps architectural practices?

Stickyworld gives a little bit more transparency to the types of issues that architects are grappling with. Because design is not a black and white thing, is it? It’s a negotiation.

And if you can get more conversations happening, it’s good for the whole process and for the design team because they get validation on what they are doing.

We’ve got an example where local authorities wanted to redesign the streets to improve conditions for cyclists and drivers. The architects used Stickyworld to present maps and photos of the existing area and engage citizens in conversation around what is good or bad, and what could be changed.

Next they followed up with a more formal consultation on their designs, and referencing how the design accommodates the original feedback. Our technology helps designers keep stakeholders informed and involved across all stages of the projects.

Some architects use Stickyworld for internal design reviews. If you are meeting a client face to face or on Skype but you want to share the drawings and have a discussion about those drawings after the meeting, then you can create what is called ‘rooms’ in Stickyworld. In these private rooms you invite your client – and they invite their family, their friends, whomever is involved – to review the drawings and then provide feedback for the design team.

Large contractors use Stickyworld for bid management. It’s a great solution for, say, bringing in 30 different experts into a room to offer feedback on strategies for sustainability and transport on large infrastructure projects. It also enables people to become more involved and share ideas across the platform to all stakeholders. So it’s a pretty wide-ranging tool for a deeper form of collaboration in design and construction.

So, you have quite breadth customers from different industries?

We do. At the moment, we’re trying to stick to the built environment as much as possible in terms of our marketing investment. Stickyworld is a collaboration platform for working with people who are not on your core team so we need to get the message out more.

There needs to be a shift in mindset away from the old ways of project management where everything was kept close to your chest and on a need-to-know basis. The understanding of risk is changing. If you don’t carry out your projects in a more inclusive and transparent way, all you’re doing is carrying that risk. Our customers are not defined by their sector but rather by their recognition of this risk, and the need to solve the problem of collaborating with their wider stakeholders.

The building industry is known for being slow to adapt to new technologies. What is your experience with this?

In the UK, the building industry operates on very low profit margins. It’s broadly measured by ‘start and stop’ capital projects and unlike those industries, like say manufacturing, which invest in continuous process improvement. Not surprising it has relatively low levels of investment in process research and development.

So bringing in new technology and software is hard. But when all the money is spent on delivering a capital project and little is invested in knowledge sharing across the business to drive growth and profit, you get this condition.

But the industry is changing. I went into a big contractor the other day and it was a room of 20 people, where 14 of them were architects. Architects are getting involved in organization wide innovation and sustainability, and they are employed directly by the contractor. I think that’s an interesting career move option for architects working in private practice, working for an international construction firm to get a different view of the industry.

A lot of architects don’t think like that, though. It goes against the ‘romance’ of architecture. But that is the reality. That pattern has been established. So, I think that many architectural practices have been slow to recognize and adopt the business and cultural change that is happening around them, and I know from experience that the education and the professional institutions sets things up too narrowly to maximize these choices for young architects.

They will probably continue to be slow to change for another five years, maybe even a decade, because of their established business model of delivering architectural services.

Speaking of the romance of architecture, what do you find the most fulfilling about archipreneurship, and what do you find the most challenging?

As an architect, I wanted to invent, to change things, and I had an instinct for R&D and investment in new ideas. But I found that, as a practicing architect there wasn’t the scope to do that in a small practice. Maybe in bigger practices there is a bit more scope, but it’s still very difficult to do.

What is fulfilling as an entrepreneur is that, once you’re doing your own thing, at the beginning you are your own boss and you are in charge. But soon after comes a realization that this is not quite true – you’re not actually in charge – your customers are in charge. And that’s the right way. You have to work for your customers every single day to help them get value else they won’t come back. So it’s incredibly hard work, but when customers say they like your product and recommend you to others – that is incredibly fulfilling.

Of course as an architect, if you work for a client, you like the client, have a good rapport with them, and they like your project that can be very fulfilling, too. The switch to entrepreneurship, or more specifically from being a consultant who offered design services, to being an entrepreneur running a product business, is that you have to change your mindset from one of working for one client or a handful of clients and maybe doing really novel and interesting projects, and to working for a larger number of customers, possibly hundreds and thousands and delivering a stable product or service so it works perfectly for them all.

That is a big change in thinking. It’s personally taken me a long time to get my head around and adjust my decision-making.

How has your architectural training helped you in the actual running of your businesses? What specific/transferable skills have proved the most useful?

There were some things I’ve had to unlearn. As I mentioned, I had to unlearn my perception of my role as a consultant to being a product person, and from working with clients to working with customers.

Architects do have great insight across many different aspects of projects, so that has been useful. As an architect, you can work on planning, policy, all the way to handing over a building and getting a sense of how that building functions. It has been useful to have insight of the full life cycle, but I think some of the things that I would naturally do as an architect, and sometimes still do, are maybe wrong.

I’ll give you an example. In the early days, I employed a lot of other architects who, like me, liked using technology. But what you actually need in the startup world is not lots of people who are the same, but lots of committed people with complementary skills.

I had to unlearn certain ways of working, bit by bit. To do that, I had to ask myself some hard questions: Who is my customer? What skills do I need to serve that customer? Who should be in my team? The reality is that you have to keep learning.

But on the plus side for architects, I think the creative/technical balance and the natural desire for knowledge, inherent to a lot of architects, has helped me and surely helped other archipreneurs to learn a different way of working.

Just because you started out as an architect doesn’t mean that you have to finish as an architect.

Do you have any advice for archipreneurs who want to start and build their own business?

If you are currently in a job, before you jump ship, go and read all the books you can and go to the tech community’s startup events. Not all companies are going to be tech companies, but they’ll all have tech as an element of their work. Whoever calls themselves archipreneurs will have tech in their lives. Go and mix with ideas and people outside of architecture. You’ll learn about yourself in the process. You’ll also learn whether you are ready to jump onto the startup rollercoaster.

Once you have some ideas bouncing around, find some cheap ways to test them out. Identify with and understand your customer as early as you can. Build a team whose skills you need to serve that customer. You are probably going to have to do all of it yourself until you find co-founders. There is no shortcut to this.

In which areas (outside of traditional practice) can you see major business opportunities for up and coming architects?

There are lots of opportunities in the industry. If you’re listening to and watching new developments and you’re savvy about the opportunities available, then you will be able to find out about the new things happening in the industry, often with big contractors. I see some architects changing how they’re delivering their service, and how much of a service they need to give in order to add value. I see a lot of architects becoming product designers.

All the star architects have a product and a brand. Those things may not be immediately possible or desirable for the majority of the smaller architects but I would recommend thinking of it like a pattern: if you understand what your skill is and where there is a gap in the market, then you can define what it is that you do.

I was talking to a friend of mine who works for a very big practice. He says, “We are becoming a little bit like a big design consultancy, more like an ad agency than a traditional architect. And we’ve got an international growth model,” and it’s happening because they’re listening closely to what their clients want and who their clients are. And that is key: if you want to be entrepreneurial then you have to look at the market. But you also need a sense for serving a customer or client base.

The traditional model of architecture, as I learned when I was at university, is that the architect is right, the architects sets the vision, and the architect tells everyone what the vision is. I think this is a dead idea, we have to move on. Some people will lament it but I think it’s a really good, healthy thing.

Why be constrained by the traditional norms of practice and what people told you architects should be? You have to redefine it in order to stay current and get the clients and customers you want.

About Michael Kohn

Michael Kohn is founder and CEO of Stickyworld Ltd, a visual customer collaboration platform that makes it easy for organizations to involve wide groups of people in making better products, services, buildings, places and cities together. Founded in 2010, Stickyworld has attracted a growing number of customers from local government, energy and utilities, construction, architecture and design sectors. A former architect, Michael’s career spans 20 years including award-winning concept design work, administration of multi-million pound construction projects, university research and lecturing, and collaborative technology.

Whilst Michael is no longer a practicing architect he likes to think that his work is contributing positively to a more user-centered design of the real world and his company has big growth plans for 2017.

The post Architect Turns Tech-Entrepreneur: How Michael Kohn Launched His Virtual Collaboration Tool Stickyworld appeared first on Archipreneur.

The idea of automating or productizing architectural design services is a contentious one and it trickles down to the very definition of architecture. But when it comes to the business aspect of the profession, it becomes clear that many among today’s most renowned architects owe their success to the idea of productizing their services.

Instead of reinventing their work with every new client and repeating the same time-consuming processes, these architects have reoriented their businesses towards creating products. Customer-driven business strategies and the necessity of staying competitive are pushing AEC professionals to become faster, more efficient and convey their work to clients in the most succinct and clear way possible. The latter is particularly relevant to architects, since the nature of the profession has long suffered from the inability to translate services into tangible values that clients can recognize. For too long architectural services have been seen as a cost, rather than value.

Thanks to the huge technological advancements of the late 20th century, the scope of ‘problems’ architects can address has become wider. This freedom allows them to not only expand their field of professional interests, but also choose new, more efficient business models. Designing and selling plan sets, creating apps, generating libraries of BIM components, designing software and project management tools, optimizing manufacturing processes, self-publishing and creating online courses are among the most common methods for architects going into product development.

Albrecht von Alvensleben, founder of Bullenberg

Albrecht von Alvensleben is an architect and founder of Bullenberg, a furniture label based in Berlin. Bullenberg manufactures handcrafted wooden tables using wood sourced from von Alvensleben’s family estate in Saxony, near Berlin. The idea of creating a business had a humble beginnings – a friend was looking for a solid oak tabletop.

Being a trained architect enabled Albrecht to do a lot of the work himself, including designing the website and taking photos of the finished products. Bullenberg is currently planning to move from direct sales to retail and expand the brand’s work to include other types of products. If you want to learn more about Bullenberg, check out the interview with Archipreneur.

Seth Grizzle and Jonathan Junker, founders of Graypants

Architects Seth Grizzle and Jonathan Junker founded Graypants as a company dedicated to making pendant lights made entirely of repurposed corrugated cardboard. Their flagship line Scraplights embodies the team’s interest in repurposing and environmentally responsible design. In 2012, they set up their European office in Amsterdam, from where they started distribution to over forty countries, while the Seattle studio still provides local production for North America and functions as a prototyping shop.

Their portfolio includes public artworks, architectural installations and several lines of lighting, furniture, packaging designs sold throughout the world. Their debut architecture project Garage won the coveted AIA Seattle’s Award of Honor in 2013.

Michael Kohn, founder of Stickyworld

U.K. based architect Michael Kohn has recognized the need for a closer and more interactive collaboration between all the stakeholders in the process of building. He left the practice he worked in and created Stickyworld, a web- and mobile-based tool that enables sharing of projects and multimedia with the possibility of commenting and posting virtual sticky notes directly on images. The software allows more voices to be heard during the design and construction process.

Before creating his business, Kohn collected insights from customers and managed to pinpoint the problems they needed solving. Organizers are offered a suite of tools to prepare and publish interactive content websites called ‘rooms’, supporting different formats of engagement such as ideas forums, consultations or design reviews. Organizers can set the time frame for opening participation, automatically publish invites and also close participation at a set time. It allows interactive content including images, maps, 360 panoramas, videos, PDFs, and Powerpoints.

Edwin Heathcote, founder of Izé

Architect Edwin Heathcote set up Izé in 2001 as a manufacturer of a wide range door handles and fittings in collaboration with different designers and architecture firms. Heathcote has been the architecture and design critic of The Financial Times and author of several books on architecture and design.

Izé has licensed Lina Bo Bardi’s famous horn-shaped door handle design from the Lina Bo Bardi Foundation and received rights to produce them commercially 62 years after they were designed. “It turned out that the door handle was, proportionate to its size, the most influential piece of the building that I could think of that I could get into manufacture,” Heathcote told Dezeen.

Igor Siddiqui, founder of ISSSStudio

Igor Siddiqui, another architect-turned-product designer, worked as a practicing architect before setting up his own office ISSSStudio in 2006. The firm designs and manufactures everything from product prototypes to single-family houses using digital techniques and fabrication technologies. The team explores materials properties, flexibility, mobility and performance-driven design.

Their Tessellated Floorscape is a prototypical mass-customized rug originally produced for Aronson’s Floor Covering. It is based on a digital animation from which a different key-frame is extracted each time a new piece is commissioned or sold. The material is cut in a way that maximizes the intricacy of the contoured shape of each tile, while minimizing waste throughout the fabrication.

Protoplastic is made from biodegradable plastic and the acrylic formwork, while Ceramic Tesssseltile tiles are manufactured through conventional methods of mass-production as a single tile shape that produces the greatest degree of variation when multiplied across the larger field.

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While these five examples showcase design collectives or architects that have dedicated their work entirely to creating products, those who want to keep offering mainstream architectural services can also start by adding products to their existing offering. Turning ideas into products is fun, creative and can be a fantastic, scalable business model.

The post Turning Ideas into Products: 5 Architects who Successfully Sell their Designs appeared first on Archipreneur.

The architectural profession is dominated by service-based businesses. The conventional way in which architects run their studios requires them to reinvent their services with every new client. Specific requests and project briefs are mostly approached with a high level of customization that is time-consuming and inefficient.

In recent times, a new business model has entered the field of architecture, enabling businesses to become more competitive. The concept of productized services proved to be a superior alternative to the established business model, offering a faster turnover rate, more freedom for principals and employees and more room for scaling.

The idea of productized services draws from the field of product development. While services offer greater flexibility and adaptability, products are considered to be standardized and inflexible. In order to reconcile these two contrasting approaches, business owners can appropriate the efficiency and scalability of products with various levels of customization.

The idea behind productizing design services in not to make services more inflexible, but to systematize them in a way that benefits both clients and service providers by creating repeatable, standardized, and automated practices. This can significantly reduce risks for clients and establish trust through consistent delivery of reliable services. By standardizing prices and billing procedures, clients are more likely to perceive architectural design services as value instead of cost. The often intangible qualities of good design are made more transparent and measurable.

Firms looking to offer productized services have different profiles. Some are just starting out, while others are existing businesses with a healthy client base. Productizing existing business models can also be achieved by adding products to your offering which will complement existing services.

It all starts with the customer/client experience and feedback. Explore what new value a productized service would provide to your clients. Define which parts of your business are the easiest and important to standardize. You can use different online tools to automate parts of your processes. A simple pricing system can go a long way in helping you get new clients. Complement this with a consistent look and feel that make specific service elements recognizable.

MIMA Lab introduced productizing very early on. Marta Brandão and Mário Sousa started their business from scratch, offering prefab housing concepts with plan sets that can be ordered online. The structures are delivered together with a folder of drawings that may be necessary for licensing procedures, as well as fact sheets, and guarantees for fixed prices, components and finishes, construction, electrical installations, sewage and water installations, house permits, five-year warranties, and transportation and assembly within Portugal.

They decided to create a business around the idea of affordable, productized architectural designs. As they said in an interview for Archipreneur, software engineer Miguel Matos helped them to create a software that translates all the design information for the factory and simplifies the construction process. The software also allows clients to locate their property on Google Earth and generate an automatic 3D model of their future houses and its position on the site.

Finnish firm Workspace, on the other hand, is a great example of how productizing can be enhanced by focusing on a specific niche. The firm is a leading Nordic consulting and design agency specializing in workplace design and management. Their approach focuses on creating integrative design that combines resource, space management and information communication technology in order to appeal to businesses in need for environmental solutions for new, emerging organizational structures and business models. They create designs that supports various scenarios of use.

In an interview for aec-business.com, Jyrki Yläoutinen, Executive Workplace Consultant at Workspace, said that a large part of their productizing strategy was to focus on finding businesses and not individual clients. They were inspired by the gaming industry in which developers get user feedback very early and fast.

Their services include workplace management and consultation, support for change management and communication in workplace changes, interior design, and architectural design. With their services clients are saving up to 30% in real estate costs and productivity and speed is increased by 5-50%. The resulting business model led to clients fully understanding what they get for their money and the firm now requiring less time for sales and negotiations.

Eric W. Reinholdt took a more gradual approach to productizing his business by introducing products that complimented his existing services. He started his firm, residential design studio 30X40 Design Workshop after gaining extensive experience working for other architects and seeing the consequences of the recession first hand.

His business struggled until he introduced pre-designed plan sets that cut energy consumption. He established a fee structure for schematic and construction packages. Reinholdt added this new product line to his established service-based model, adding customers that didn’t fit the established model as driving force for his passive income model. His website also allows visitors to buy his influential books on architecture and entrepreneurship.

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The key to productizing architectural services is to replace the time-consuming model of billing by the hour with a more efficient model with set prices similar to those of products. Potential customers are easier to target, hiring people is more straightforward and project turnover rate increases. It is important to remember that productizing services is not a one-off endeavor, but a process developed by looking at what clients need.

The post How to Productize Architectural Services appeared first on Archipreneur.

This week’s interview is with Michael Kilkelly, founder of ArchSmarter and Space Command.

Michael is an architect who did what we always extol on archipreneur: he took his experience in working as an architect at a number of international design firms, among others Gehry Partners in Los Angeles, and used that know-how to build his own businesses – not one but two! His niche also happens to be his passion: the intersection between design and technology.

In 2012, Michael founded Space Command, an architecture and consulting firm in Middletown, CT. Here, he brings his broad professional vision to more intimate projects.

Work smarter, not harder – this is the great slogan of Michael’s website ArchSmarter, founded in 2014. His goal is to help architects and designers work more productively by leveraging technology and so increase efficiency. The site provides high-quality content on productivity, software customization and product reviews.

Keep reading to learn more about the nerve-wracking but rewarding experience of launching a product, finding your voice in blogging, and Michael’s belief – that we share! – that architects should not accept long hours and low pay as a rite of passage.

I hope you enjoy the interview!

What made you decide to start your own architecture and consulting firm Space Command? Was there a particular moment that sealed the decision for you?

Like a lot of architects, I’ve wanted to start my own firm since I was in architecture school. At that time, I had a somewhat romantic notion of what it meant to be a business owner. I’ve since found out the reality is a lot grittier.

After school, I worked for a number of firms in the Boston area and then in Los Angeles. I was interested in trying out different types of work so I spent some time at a landscape architecture office and even an Internet startup in the last 90s. I always came back to architecture, though. I didn’t mind working for other firms. I was learning what it meant to be an architect and I would do competitions and side project in my spare time. That said, I still harbored that image of owning my own firm.

The turning point occurred in 2008 when I was working at Frank Gehry’s office in Los Angeles. The economic climate here in the US was starting to take a turn for the worse. I was working on a large project at the time – there were over 70 of us in the office working on this one project. All of the sudden, the client put the project on hold. It was a shock. We were in the middle of construction documents. There wasn’t enough other work in the office to support 70 people so we all knew layoffs were imminent.

I was fortunate and kept my job but I saw a lot of good, experienced friends and colleagues let go. It wasn’t the firm’s fault. Things were bad for the entire industry. But I realized over the course of that year, as more and more people were let go, that I wanted to be responsible for my own livelihood. Employment wasn’t guaranteed. I’d rather take my chances and build something on my own. This actually seemed like the less risky option.

I started devouring business books and learning more about sales and marketing. I never had any formal business training so I took in on myself to learn as much as I could. Josh Kaufman’s The Personal MBA was a great resource and fundamentally changed the way I thought about running my own firm.

In 2012, my wife got a job offer in New England. We had two kids at the time and were spending most of our vacations traveling back to Boston, where we’re both from. This seemed like a good opportunity. We’d be close to family and I could strike out on my own.

I had a great relationship with Gehry Partners and was able to continue on as a consultant. This has been really beneficial. I had consistent income through the consulting work while I built up Space Command and ArchSmarter. I still do work with them today, some four years later.

What made you then decide to start ArchSmarter? Could you tell us a little about your idea behind it?

I’ve always been interested in the intersection of architecture and technology. Throughout my career, I’ve consciously straddled the line between the two, whether it was working as a designer utilizing 3D in the design process or as a BIM manager implementing new tools and training. I even spent time doing R&D for an Internet startup focused on the construction industry.

While working in architecture firms, even highly technical firms like Gehry Partners, I was always struck by how averse some architects were to adopting technology. There was a mentality that “I’m an architect, I’m not a technical person”. In fact, many firms marginalized the more tech-savvy architects as ‘just’ BIM or CAD monkeys. Technology was seen as a necessary evil, not a way to create leverage.

The reality is that we as a profession are under a lot of pressure to produce more value for our clients. My goal at ArchSmarter is to help architects and designers work smarter, not harder by leveraging technology to increase efficiency and maximize effectiveness.

What is the business model for ArchSmarter?

The business model for ArchSmarter is evolving. I started ArchSmarter with an ‘audience first’ approach. I began blogging and wrote about topics that interested me. I wrote consistently for over a year and half before I launched my first product, a course on programming Revit. Since then, I’ve released another course and a series of Revit tools.

My main focus is to further develop my audience and figure out ways to best help them. My training and courses have been well received so I am focusing on this area and trying to build out a portfolio of courses that will help architects level up their technical skills.

Do you implement the ideas you present on ArchSmarter in your work for Space Command? Do you actually ‘work smarter’?

Yes, the two are very complementary. I develop tools and workflows through ArchSmarter that I put into practice with my design work for Space Command. I approach every project with an attitude toward working smarter.

Since I work alone and have a young family at home, I don’t really have a choice. I have to be efficient otherwise I won’t be home for dinner or make it to my kids’ soccer games.

Likewise, the challenges I face as a working architect inform what I write about and the tools I develop for ArchSmarter. Most of the Revit macros I’ve created for the ArchSmarter Toolbox have been to solve problems I’ve faced in my own work. Likewise, my “Excel for Architects” series came out of my own frustrations using Excel.

On ArchSmarter, you write about technology and design. Why is the combination of these two topics important to you?

I’ve long been interested in the intersection of design and technology. I see technology as a way to create greater leverage in our work. It’s a means to an end. Since every building is essentially a one-off creation, we can’t take advantage of economies of scale. As such, it’s crucial that we work as efficiently as possible.

We’re taught in school to work hard, but not necessarily to work smart. I’ve found this attitude carries over into our professional lives. As a result, many architects accept the long hours and low pay as a given. I believe we can reverse this trend by working smarter and better leveraging technology. In the end, we can provide greater value to our clients by designing better buildings faster and doing more with less.

You’ve just launched your first online course through ArchSmarter. What has the reaction to it been like?

Launching the first course was an interesting process. I’m new to the process and it’s been challenging, especially the marketing aspects. I did a lot of research but I still had to feel my way through it.

While I had built an audience prior to the launch, I wasn’t sure anyone would buy the course. Fortunately they did but it’s nerve wracking. You put a lot of time into something with no guarantee you’ll be compensated. That’s the major difference between creating products and doing client work. With client work, you get paid as you go. With products, it’s the opposite. You put the work in up front then (hopefully) get paid on the back end.

I’ve since launched two more products, one course and one software-related product. The course has been really successful but the software was a total dud. That’s just how it goes. I’m constantly learning what my audience needs and how I can best provide value.

I really enjoy the teaching component. I started hosting monthly webinars on a variety of topics. These have been very well received. I also have several more courses in the works.

Do you have further plans with ArchSmarter that you can tell us about?

As I mentioned above, I’m developing more courses and training. I really enjoy the process and see a need in the industry for advanced technology training beyond just learning how to use the latest software. We need to change our approach to how we use our tools and develop new methodologies that take advantage of technology.

I also plan to broaden the course offerings. I would like to include courses on marketing and soft skills as well as more technical topics like field observation and construction administration. I’m looking at bringing on some additional partners to help with this effort.

On a more immediate note, I’m launching a new version of the ArchSmarter website in the near future. It’s been two years since I first launched the site and it’s in need of an overhaul. I have a new identity for the site that I’m really excited about and a more user-friendly design for this site. I’m also developing a member section. I want ArchSmarter to evolve into more of a community where members can interact as well as access tools and training materials.

Do you think every architect should write a blog?

I think every architect should develop their voice and their viewpoint using whatever channel works for them. It could be a blog, or Twitter, or publishing videos. The important thing is to produce.

Blogging has been very rewarding for me. It could be because I’m an introvert – I like words. I’ve started posting more video content and I’m trying to develop more of a Twitter following but I’ve got a long way to go. For me, writing has been the best medium.

I’m a firm believer of the ‘find your passion’ mentality, as opposed to ‘follow your passion’. The best way to find your passion is by producing something on a consistent basis. After a year, you’ll have a considerable body of work as well as a better understand of what you really want to do.

Do you have any advice for “Archipreneurs” who are interested in starting their own business?

Learn to sell something, anything. You’ll never learn more about what it takes to run a business than when you put yourself out there and make an offering. Maybe someone will buy it. Hopefully lots of people will buy it. It’s a lot like design. It’s an iterative process. But you won’t get that real data and experience until you try. If you’re working full-time, start a side gig. Develop an audience and figure out a way to provide them with something useful.

How do you see the future of the architectural profession? In which areas (outside of traditional practice) can you see major opportunities for up and coming developers and architects?

We’re living in a data-centric world. We as a profession need to embrace this reality and develop our data fluency. I believe architects can provide a valuable service to their clients by helping them better understand their data as it relates to the physical environment.

In this capacity, the architect can leverage his or her spatial knowledge to provide insights that directly address the client’s particular challenges. Done right, this leads to a deeper relationship that goes far beyond the design and construction of a single building.

About Michael Kilkelly

Michael is an architect who operates at the intersection of design and technology. He is the founder of Space Command, a design and technology firm in Middletown, CT. He has extensive experience on diverse, large-scale projects including sporting arenas, residential towers and performance halls. Equally versed as a technologist, he has built numerous database and web applications as well as custom software to support the design process.

Michael is also the founder of ArchSmarter, a website dedicated to helping architects work smarter, not harder. His writing on design and technology appears regularly in ArchDaily and ARCHITECT magazine.

Prior to founding his firm in 2012, Michael worked for a number of internationally recognized design firms. As an associate at Gehry Partners in Los Angeles, Michael worked on the New York by Gehry residential tower, the Guggenheim Abu Dhabi Museum, and the Joyce Theater in New York City.

Michael received his Bachelor of Architecture from Norwich University in 1995 and his Master of Science in Design and Computation from MIT in 1999.

The post Work Smarter, Not Harder! How to Take Advantage of Technology in Architecture, with Michael Kilkelly from ArchSmarter appeared first on Archipreneur.