Financial Discipline
How systems, strategy, and everyday decisions shape more profitable, resilient architecture practices
Letter from the editor
By Eva Read-Warden, AIA, Principal, Arkitex Studio
Stewart Brand, in his book Maintenance: Of Everything, Part One, explores the art, science, and civilizational importance of maintenance. The book uses diverse examples, from the 1968 Golden Globe solo sailing race to military weaponry and vehicle repair, to argue that maintenance is a radical act of responsibility, essential for keeping everything running on nearly every level. This look at maintenance is both practical and philosophical and, as I have read it, I keep thinking about how the philosophy of maintenance applies to practice management.
We all know the story: we entered the architectural profession to be creative and change the world. For those of us who became business owners, we also know that running a practice takes discipline, attention, and maintenance of the daily necessities to make payroll, pay the rent, and, hopefully, make a profit. Though some may wish they could only focus on design, businesses must also plan, strategize, and tend to the daily responsibilities of running projects effectively and businesses efficiently…..the maintenance of a business. Brand’s book argues that maintenance is as crucial as innovation, viewing it as an art and craft, not just a chore. Couldn’t this also be how we look at the financial side of architectural practice?
This issue of PM Digest looks at the financial aspects of architectural practice with articles from a variety of sources. In our first article “Leadership beneath the surface: Jeffrey Huber on practice, profit, and discipline”, PMKC Advisory Chair Jaime Sobrino interviews Jeffrey Huber, FAIA, of Brooks Scarpa Huber about his view of firm leadership. (This is a great “sneak peek” of Huber’s presentation at the upcoming AIA26 Practice Management Luncheon…a teaser for those who may not yet have committed to attend!) In “Why most architecture firms bleed - and what to do about it”, three leaders from the AIA Small Firm Exchange share their stories and strategies in becoming high-performing, profitable small firms. Our third article “Why architecture firms stay stuck in the boom-bust cycle (and how to break it)” Ryan Sulliven, P.E. discusses the cyclical nature of the A/E profession and addresses ways to become a more resilient firm. Lastly, we offer you “Getting paid without getting sued”, a lead-in to the AIA Trust resource The Collections-Claim Connection. Recognizing that delayed payments may be a sign of a bigger issues, this report offers proactive measures to help projects stay on track and prevent claims.
In Brand’s book, readers are encouraged to view taking responsibility for maintenance as a way to rethink our world and ourselves. We could take this same approach to the business of architectural practice, with a mindset that changes what was once a chore into a new sense of satisfaction and success.
Features
Leadership beneath the surface: Jeffrey Huber on practice, profit, and discipline
By Jaime Sobrino, FAIA
What architects often misunderstand about leadership has little to do with design. Jeffrey Huber reveals how fees, risk, time, and culture—not drawings—determine a firm’s success, and why many practices unknowingly undermine their own value.
Why most architecture firms bleed — and what to do about it
By Darguin Fortuna, AIA, Alyse Makarewicz, AIA & Joshua Zinder, AIA
From overlooked systems to unchecked scope creep, small firms lose profit in predictable ways. This article brings together three voices to show what actually works, offering practical frameworks for improving profitability, strengthening operations, and building a more resilient practice.
Why architecture firms stay stuck in the boom-bust cycle (and how to break it)
By Ryan Sullivan, PE
Economic cycles may be unavoidable, but their impact isn’t. This article examines the internal habits that deepen volatility in architecture firms and shows how better financial planning, staffing alignment, and pipeline management can reduce risk and stabilize performance.
Getting paid without getting sued
Introduction by Eva Read-Warden, report from The AIA Trust
From client selection to contract terms, getting paid requires more than good work. This introduction previews an AIA Trust report with practical guidance for improving collections, reducing risk, and protecting both your revenue and your firm.
Contribute to the Digest
If you have other topics related to practice management that you’d like explored or any articles you would like us to consider for inclusion, please contact pmkc@aia.org.
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Eva Read-Warden, AIA, enjoys a career as an architect, leader, and collaborator. During her 28-year tenure with Arkitex Studio in Bryan-College Station, Texas, Eva has designed and managed commercial, higher-ed, and faith-based projects. She has a particular passion for projects that serve the community and for historic buildings and places. In addition to her role as a Principal, she leads business operations and serves as integrator between the marketing/business development, project operations, and business operations areas, helping ensure all areas of practice work toward common goals.
Eva has made a commitment to serving the profession, including through the role of president of the Texas Society of Architects in 2022, a member of the AIA National Board Knowledge Committee from 2023-2025, and currently on the Advisory Group for the AIA Practice Management Knowledge Community. In 2024 Eva was appointed by Governor Greg Abbott to the Texas Board of Architectural Examiners for years 2024-2028.