Practice Management Member Conversations

When I was in architecture school, "starting my own firm" sounded about as appealing as hand-drafting a life safety plan in ink. I watched classmates wax poetic about someday striking out on their own, curating bespoke client experiences, and crafting dream projects with absolute creative freedom. Me? I was perfectly content becoming a master AutoCAD draftsman, maybe even get a throne somewhere between 'Revit Jedi' and 'Plotter Whisperer.'

Fast forward 20 years. I've officially committed an act of professional madness: I stepped away from a leadership role in an established firm and started my own.

Here's what I've learned from the "holy crap, I guess I'm doing this" phase of launching a new practice:

• Certifications are a maze: SBA 8(a)? Two-year wait. Minority-owned? Only really matters on SAM.gov. Combat-veteran-owned? That's my golden ticket. The rest is a scavenger hunt.

• Defining my target market took real soul-searching: Federal and commercial work makes strategic sense, it's what I know, where my network lives. But my heart? It keeps one eye on hospitality projects, the kind where design and experience shake hands.

• You don't have to do it all yourself: I've leaned into my existing tribe, friends and collaborators from past firms who contract as specialists. It's the Avengers, but for CDs and RFIs.

• RACI matrices and insurance gymnastics are real: Wrangling contract roles, responsibilities, and coverage has been the most "fun" I've had since my last redline marathon.

Starting from scratch isn't just humbling, it's also weirdly liberating. The chaos is real, but so is the clarity when you finally define your purpose and crew.

So I'm curious, PMKC brain trust:

"What's one system, mindset shift, or strategy you put in place early in your practice that saved your future self from a world of hurt?"

Looking forward to learning from the scars and successes of those who've gone before!

Hi Michael,

Love your story and vibe. You have a great attitude about the industry madness already. I'd say look for a business partner to share the load with. I cant imagine doing this alone...plus its' more rewarding to celebrate success as a team. Good Luck!

When I was in architecture school, "starting my own firm" sounded about as appealing as hand-drafting a life safety plan in ink. I watched classmates wax poetic about someday striking out on their own, curating bespoke client experiences, and crafting dream projects with absolute creative freedom. Me? I was perfectly content becoming a master AutoCAD draftsman, maybe even get a throne somewhere between 'Revit Jedi' and 'Plotter Whisperer.'

Fast forward 20 years. I've officially committed an act of professional madness: I stepped away from a leadership role in an established firm and started my own.

Here's what I've learned from the "holy crap, I guess I'm doing this" phase of launching a new practice:

• Certifications are a maze: SBA 8(a)? Two-year wait. Minority-owned? Only really matters on SAM.gov. Combat-veteran-owned? That's my golden ticket. The rest is a scavenger hunt.

• Defining my target market took real soul-searching: Federal and commercial work makes strategic sense, it's what I know, where my network lives. But my heart? It keeps one eye on hospitality projects, the kind where design and experience shake hands.

• You don't have to do it all yourself: I've leaned into my existing tribe, friends and collaborators from past firms who contract as specialists. It's the Avengers, but for CDs and RFIs.

• RACI matrices and insurance gymnastics are real: Wrangling contract roles, responsibilities, and coverage has been the most "fun" I've had since my last redline marathon.

Starting from scratch isn't just humbling, it's also weirdly liberating. The chaos is real, but so is the clarity when you finally define your purpose and crew.

So I'm curious, PMKC brain trust:

"What's one system, mindset shift, or strategy you put in place early in your practice that saved your future self from a world of hurt?"

Looking forward to learning from the scars and successes of those who've gone before!

Kate,

That's a good point! I definitely miss the banter of having a team to bounce dumb and smart ideas off of. I absolutely want to build the internal team as quickly as possible. The next major hurdle is leveraging my caffeine addiction with BD to get more projects in to justify the salaries of employees and attractiveness to a partner. 

Thanks!

Hi Michael,

Love your story and vibe. You have a great attitude about the industry madness already. I'd say look for a business partner to share the load with. I cant imagine doing this alone...plus its' more rewarding to celebrate success as a team. Good Luck!

When I was in architecture school, "starting my own firm" sounded about as appealing as hand-drafting a life safety plan in ink. I watched classmates wax poetic about someday striking out on their own, curating bespoke client experiences, and crafting dream projects with absolute creative freedom. Me? I was perfectly content becoming a master AutoCAD draftsman, maybe even get a throne somewhere between 'Revit Jedi' and 'Plotter Whisperer.'

Fast forward 20 years. I've officially committed an act of professional madness: I stepped away from a leadership role in an established firm and started my own.

Here's what I've learned from the "holy crap, I guess I'm doing this" phase of launching a new practice:

• Certifications are a maze: SBA 8(a)? Two-year wait. Minority-owned? Only really matters on SAM.gov. Combat-veteran-owned? That's my golden ticket. The rest is a scavenger hunt.

• Defining my target market took real soul-searching: Federal and commercial work makes strategic sense, it's what I know, where my network lives. But my heart? It keeps one eye on hospitality projects, the kind where design and experience shake hands.

• You don't have to do it all yourself: I've leaned into my existing tribe, friends and collaborators from past firms who contract as specialists. It's the Avengers, but for CDs and RFIs.

• RACI matrices and insurance gymnastics are real: Wrangling contract roles, responsibilities, and coverage has been the most "fun" I've had since my last redline marathon.

Starting from scratch isn't just humbling, it's also weirdly liberating. The chaos is real, but so is the clarity when you finally define your purpose and crew.

So I'm curious, PMKC brain trust:

"What's one system, mindset shift, or strategy you put in place early in your practice that saved your future self from a world of hurt?"

Looking forward to learning from the scars and successes of those who've gone before!

Hi Michael,

Love your story and vibe. You have a great attitude about the industry madness already. I'd say look for a business partner to share the load with. I cant imagine doing this alone...plus its' more rewarding to celebrate success as a team. Good Luck!

When I was in architecture school, "starting my own firm" sounded about as appealing as hand-drafting a life safety plan in ink. I watched classmates wax poetic about someday striking out on their own, curating bespoke client experiences, and crafting dream projects with absolute creative freedom. Me? I was perfectly content becoming a master AutoCAD draftsman, maybe even get a throne somewhere between 'Revit Jedi' and 'Plotter Whisperer.'

Fast forward 20 years. I've officially committed an act of professional madness: I stepped away from a leadership role in an established firm and started my own.

Here's what I've learned from the "holy crap, I guess I'm doing this" phase of launching a new practice:

• Certifications are a maze: SBA 8(a)? Two-year wait. Minority-owned? Only really matters on SAM.gov. Combat-veteran-owned? That's my golden ticket. The rest is a scavenger hunt.

• Defining my target market took real soul-searching: Federal and commercial work makes strategic sense, it's what I know, where my network lives. But my heart? It keeps one eye on hospitality projects, the kind where design and experience shake hands.

• You don't have to do it all yourself: I've leaned into my existing tribe, friends and collaborators from past firms who contract as specialists. It's the Avengers, but for CDs and RFIs.

• RACI matrices and insurance gymnastics are real: Wrangling contract roles, responsibilities, and coverage has been the most "fun" I've had since my last redline marathon.

Starting from scratch isn't just humbling, it's also weirdly liberating. The chaos is real, but so is the clarity when you finally define your purpose and crew.

So I'm curious, PMKC brain trust:

"What's one system, mindset shift, or strategy you put in place early in your practice that saved your future self from a world of hurt?"

Looking forward to learning from the scars and successes of those who've gone before!

Hi Michael,

Love your story and vibe. You have a great attitude about the industry madness already. I'd say look for a business partner to share the load with. I cant imagine doing this alone...plus its' more rewarding to celebrate success as a team. Good Luck!

When I was in architecture school, "starting my own firm" sounded about as appealing as hand-drafting a life safety plan in ink. I watched classmates wax poetic about someday striking out on their own, curating bespoke client experiences, and crafting dream projects with absolute creative freedom. Me? I was perfectly content becoming a master AutoCAD draftsman, maybe even get a throne somewhere between 'Revit Jedi' and 'Plotter Whisperer.'

Fast forward 20 years. I've officially committed an act of professional madness: I stepped away from a leadership role in an established firm and started my own.

Here's what I've learned from the "holy crap, I guess I'm doing this" phase of launching a new practice:

• Certifications are a maze: SBA 8(a)? Two-year wait. Minority-owned? Only really matters on SAM.gov. Combat-veteran-owned? That's my golden ticket. The rest is a scavenger hunt.

• Defining my target market took real soul-searching: Federal and commercial work makes strategic sense, it's what I know, where my network lives. But my heart? It keeps one eye on hospitality projects, the kind where design and experience shake hands.

• You don't have to do it all yourself: I've leaned into my existing tribe, friends and collaborators from past firms who contract as specialists. It's the Avengers, but for CDs and RFIs.

• RACI matrices and insurance gymnastics are real: Wrangling contract roles, responsibilities, and coverage has been the most "fun" I've had since my last redline marathon.

Starting from scratch isn't just humbling, it's also weirdly liberating. The chaos is real, but so is the clarity when you finally define your purpose and crew.

So I'm curious, PMKC brain trust:

"What's one system, mindset shift, or strategy you put in place early in your practice that saved your future self from a world of hurt?"

Looking forward to learning from the scars and successes of those who've gone before!

Hi Michael,

Love your story and vibe. You have a great attitude about the industry madness already. I'd say look for a business partner to share the load with. I cant imagine doing this alone...plus its' more rewarding to celebrate success as a team. Good Luck!

When I was in architecture school, "starting my own firm" sounded about as appealing as hand-drafting a life safety plan in ink. I watched classmates wax poetic about someday striking out on their own, curating bespoke client experiences, and crafting dream projects with absolute creative freedom. Me? I was perfectly content becoming a master AutoCAD draftsman, maybe even get a throne somewhere between 'Revit Jedi' and 'Plotter Whisperer.'

Fast forward 20 years. I've officially committed an act of professional madness: I stepped away from a leadership role in an established firm and started my own.

Here's what I've learned from the "holy crap, I guess I'm doing this" phase of launching a new practice:

• Certifications are a maze: SBA 8(a)? Two-year wait. Minority-owned? Only really matters on SAM.gov. Combat-veteran-owned? That's my golden ticket. The rest is a scavenger hunt.

• Defining my target market took real soul-searching: Federal and commercial work makes strategic sense, it's what I know, where my network lives. But my heart? It keeps one eye on hospitality projects, the kind where design and experience shake hands.

• You don't have to do it all yourself: I've leaned into my existing tribe, friends and collaborators from past firms who contract as specialists. It's the Avengers, but for CDs and RFIs.

• RACI matrices and insurance gymnastics are real: Wrangling contract roles, responsibilities, and coverage has been the most "fun" I've had since my last redline marathon.

Starting from scratch isn't just humbling, it's also weirdly liberating. The chaos is real, but so is the clarity when you finally define your purpose and crew.

So I'm curious, PMKC brain trust:

"What's one system, mindset shift, or strategy you put in place early in your practice that saved your future self from a world of hurt?"

Looking forward to learning from the scars and successes of those who've gone before!

When I was in architecture school, "starting my own firm" sounded about as appealing as hand-drafting a life safety plan in ink. I watched classmates wax poetic about someday striking out on their own, curating bespoke client experiences, and crafting dream projects with absolute creative freedom. Me? I was perfectly content becoming a master AutoCAD draftsman, maybe even get a throne somewhere between 'Revit Jedi' and 'Plotter Whisperer.'

Fast forward 20 years. I've officially committed an act of professional madness: I stepped away from a leadership role in an established firm and started my own.

Here's what I've learned from the "holy crap, I guess I'm doing this" phase of launching a new practice:

• Certifications are a maze: SBA 8(a)? Two-year wait. Minority-owned? Only really matters on SAM.gov. Combat-veteran-owned? That's my golden ticket. The rest is a scavenger hunt.

• Defining my target market took real soul-searching: Federal and commercial work makes strategic sense, it's what I know, where my network lives. But my heart? It keeps one eye on hospitality projects, the kind where design and experience shake hands.

• You don't have to do it all yourself: I've leaned into my existing tribe, friends and collaborators from past firms who contract as specialists. It's the Avengers, but for CDs and RFIs.

• RACI matrices and insurance gymnastics are real: Wrangling contract roles, responsibilities, and coverage has been the most "fun" I've had since my last redline marathon.

Starting from scratch isn't just humbling, it's also weirdly liberating. The chaos is real, but so is the clarity when you finally define your purpose and crew.

So I'm curious, PMKC brain trust:

"What's one system, mindset shift, or strategy you put in place early in your practice that saved your future self from a world of hurt?"

Looking forward to learning from the scars and successes of those who've gone before!

When I was in architecture school, "starting my own firm" sounded about as appealing as hand-drafting a life safety plan in ink. I watched classmates wax poetic about someday striking out on their own, curating bespoke client experiences, and crafting dream projects with absolute creative freedom. Me? I was perfectly content becoming a master AutoCAD draftsman, maybe even get a throne somewhere between 'Revit Jedi' and 'Plotter Whisperer.'

Fast forward 20 years. I've officially committed an act of professional madness: I stepped away from a leadership role in an established firm and started my own.

Here's what I've learned from the "holy crap, I guess I'm doing this" phase of launching a new practice:

• Certifications are a maze: SBA 8(a)? Two-year wait. Minority-owned? Only really matters on SAM.gov. Combat-veteran-owned? That's my golden ticket. The rest is a scavenger hunt.

• Defining my target market took real soul-searching: Federal and commercial work makes strategic sense, it's what I know, where my network lives. But my heart? It keeps one eye on hospitality projects, the kind where design and experience shake hands.

• You don't have to do it all yourself: I've leaned into my existing tribe, friends and collaborators from past firms who contract as specialists. It's the Avengers, but for CDs and RFIs.

• RACI matrices and insurance gymnastics are real: Wrangling contract roles, responsibilities, and coverage has been the most "fun" I've had since my last redline marathon.

Starting from scratch isn't just humbling, it's also weirdly liberating. The chaos is real, but so is the clarity when you finally define your purpose and crew.

So I'm curious, PMKC brain trust:

"What's one system, mindset shift, or strategy you put in place early in your practice that saved your future self from a world of hurt?"

Looking forward to learning from the scars and successes of those who've gone before!

Reid,

Thank you for your insight! It makes me feel a lot better knowing the struggle I am seeing isn't new nor is it unusual. I really like the mindset you are suggesting in order to endure. The shift from paycheck to freedom with the help of a money guru is such a great idea! I have been hesitant in finding that person due to not knowing who to trust or if I could simply figure it out myself. I think you're right though, why do it myself when there is someone smarter out there who can help me get to where I want to be! As my mom always said, "just take it one day at a time and one step at a time." is how I have been approaching it. If there isn't some sort of therapy for new/existing entrepreneurs, there really should be. 

Thanks again for your thoughts! Looking forward to bouncing more ideas back and forth!  

When I was in architecture school, "starting my own firm" sounded about as appealing as hand-drafting a life safety plan in ink. I watched classmates wax poetic about someday striking out on their own, curating bespoke client experiences, and crafting dream projects with absolute creative freedom. Me? I was perfectly content becoming a master AutoCAD draftsman, maybe even get a throne somewhere between 'Revit Jedi' and 'Plotter Whisperer.'

Fast forward 20 years. I've officially committed an act of professional madness: I stepped away from a leadership role in an established firm and started my own.

Here's what I've learned from the "holy crap, I guess I'm doing this" phase of launching a new practice:

• Certifications are a maze: SBA 8(a)? Two-year wait. Minority-owned? Only really matters on SAM.gov. Combat-veteran-owned? That's my golden ticket. The rest is a scavenger hunt.

• Defining my target market took real soul-searching: Federal and commercial work makes strategic sense, it's what I know, where my network lives. But my heart? It keeps one eye on hospitality projects, the kind where design and experience shake hands.

• You don't have to do it all yourself: I've leaned into my existing tribe, friends and collaborators from past firms who contract as specialists. It's the Avengers, but for CDs and RFIs.

• RACI matrices and insurance gymnastics are real: Wrangling contract roles, responsibilities, and coverage has been the most "fun" I've had since my last redline marathon.

Starting from scratch isn't just humbling, it's also weirdly liberating. The chaos is real, but so is the clarity when you finally define your purpose and crew.

So I'm curious, PMKC brain trust:

"What's one system, mindset shift, or strategy you put in place early in your practice that saved your future self from a world of hurt?"

Looking forward to learning from the scars and successes of those who've gone before!

When I was in architecture school, "starting my own firm" sounded about as appealing as hand-drafting a life safety plan in ink. I watched classmates wax poetic about someday striking out on their own, curating bespoke client experiences, and crafting dream projects with absolute creative freedom. Me? I was perfectly content becoming a master AutoCAD draftsman, maybe even get a throne somewhere between 'Revit Jedi' and 'Plotter Whisperer.'

Fast forward 20 years. I've officially committed an act of professional madness: I stepped away from a leadership role in an established firm and started my own.

Here's what I've learned from the "holy crap, I guess I'm doing this" phase of launching a new practice:

• Certifications are a maze: SBA 8(a)? Two-year wait. Minority-owned? Only really matters on SAM.gov. Combat-veteran-owned? That's my golden ticket. The rest is a scavenger hunt.

• Defining my target market took real soul-searching: Federal and commercial work makes strategic sense, it's what I know, where my network lives. But my heart? It keeps one eye on hospitality projects, the kind where design and experience shake hands.

• You don't have to do it all yourself: I've leaned into my existing tribe, friends and collaborators from past firms who contract as specialists. It's the Avengers, but for CDs and RFIs.

• RACI matrices and insurance gymnastics are real: Wrangling contract roles, responsibilities, and coverage has been the most "fun" I've had since my last redline marathon.

Starting from scratch isn't just humbling, it's also weirdly liberating. The chaos is real, but so is the clarity when you finally define your purpose and crew.

So I'm curious, PMKC brain trust:

"What's one system, mindset shift, or strategy you put in place early in your practice that saved your future self from a world of hurt?"

Looking forward to learning from the scars and successes of those who've gone before!

Love this, congrats on joining the founders club! :)

One thing I implemented (from learning the hard way in my first go-around) was to develop a robust disaster scenarios plan. 

I'm not talking natural disasters, which seems to be all the advice you can find out there. WHY IS THIS? There are so many other challenges small businesses face!

Market stalls, major projects dying on the vine, sudden loss of key staff, economic meltdowns, a main client goes under or stops paying bills, on and on. 

A few years ago I drafted up very detailed steps we would take in the event of these various scenarios to protect our team and the firm as long as we could, and I was SHOCKED by how soon we had to use it, a number of times, how thankful I was to have done this, and grateful for the confidence it instilled in my team knowing we had a plan in place with steps they could track as we waded into the challenges we faced.

Highly, HIGHLY recommend. The business world can be unpredictable, especially these days.

(also, +1 to Kate's advice to find a great partner. My life changed when I went from solo owner to a trifecta partnership with the most amazing women ever. Couldn't go back)

When I was in architecture school, "starting my own firm" sounded about as appealing as hand-drafting a life safety plan in ink. I watched classmates wax poetic about someday striking out on their own, curating bespoke client experiences, and crafting dream projects with absolute creative freedom. Me? I was perfectly content becoming a master AutoCAD draftsman, maybe even get a throne somewhere between 'Revit Jedi' and 'Plotter Whisperer.'

Fast forward 20 years. I've officially committed an act of professional madness: I stepped away from a leadership role in an established firm and started my own.

Here's what I've learned from the "holy crap, I guess I'm doing this" phase of launching a new practice:

• Certifications are a maze: SBA 8(a)? Two-year wait. Minority-owned? Only really matters on SAM.gov. Combat-veteran-owned? That's my golden ticket. The rest is a scavenger hunt.

• Defining my target market took real soul-searching: Federal and commercial work makes strategic sense, it's what I know, where my network lives. But my heart? It keeps one eye on hospitality projects, the kind where design and experience shake hands.

• You don't have to do it all yourself: I've leaned into my existing tribe, friends and collaborators from past firms who contract as specialists. It's the Avengers, but for CDs and RFIs.

• RACI matrices and insurance gymnastics are real: Wrangling contract roles, responsibilities, and coverage has been the most "fun" I've had since my last redline marathon.

Starting from scratch isn't just humbling, it's also weirdly liberating. The chaos is real, but so is the clarity when you finally define your purpose and crew.

So I'm curious, PMKC brain trust:

"What's one system, mindset shift, or strategy you put in place early in your practice that saved your future self from a world of hurt?"

Looking forward to learning from the scars and successes of those who've gone before!

When I was in architecture school, "starting my own firm" sounded about as appealing as hand-drafting a life safety plan in ink. I watched classmates wax poetic about someday striking out on their own, curating bespoke client experiences, and crafting dream projects with absolute creative freedom. Me? I was perfectly content becoming a master AutoCAD draftsman, maybe even get a throne somewhere between 'Revit Jedi' and 'Plotter Whisperer.'

Fast forward 20 years. I've officially committed an act of professional madness: I stepped away from a leadership role in an established firm and started my own.

Here's what I've learned from the "holy crap, I guess I'm doing this" phase of launching a new practice:

• Certifications are a maze: SBA 8(a)? Two-year wait. Minority-owned? Only really matters on SAM.gov. Combat-veteran-owned? That's my golden ticket. The rest is a scavenger hunt.

• Defining my target market took real soul-searching: Federal and commercial work makes strategic sense, it's what I know, where my network lives. But my heart? It keeps one eye on hospitality projects, the kind where design and experience shake hands.

• You don't have to do it all yourself: I've leaned into my existing tribe, friends and collaborators from past firms who contract as specialists. It's the Avengers, but for CDs and RFIs.

• RACI matrices and insurance gymnastics are real: Wrangling contract roles, responsibilities, and coverage has been the most "fun" I've had since my last redline marathon.

Starting from scratch isn't just humbling, it's also weirdly liberating. The chaos is real, but so is the clarity when you finally define your purpose and crew.

So I'm curious, PMKC brain trust:

"What's one system, mindset shift, or strategy you put in place early in your practice that saved your future self from a world of hurt?"

Looking forward to learning from the scars and successes of those who've gone before!