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Tuesday, 16 February 2021


Over the years, I have been asked what characteristics architectural firms look for in new hires. In my experience, the answer to this question centers around three specific areas:

1. Fit with the firm brand (or culture). This one is very important. Firms have a distinctive (or unique) culture and identity that reflects who they are and how they go about the practice of architecture. Many variables factor into this including the type of work they do, the clients they serve, where the firm is located, the way the firm is structured, and how the firm operates. As an example, if engagement and collaboration are important parts of a firm’s culture, the people that they look to hire will be evaluated through this lens. Firms want to find new hires that will fit their existing culture, and help it grow positively. Sometimes this may mean that individual talent may not always be the top new hire evaluation criterion. Instead, how a new hire candidate can demonstrate an alignment with a firm’s identity becomes a key differentiator.

What Architectural Firms Look For

2. Depth of potential is another important criterion that firms look at when considering a new hire. It might not always be about the most talented “right now”, but instead the potential for developing the most talent over time. This will depend on several factors. On the firm side of this, do they have a strong professional development focus? Do they have a strong culture of mentoring? How clear are the pathways to advancement? Does the firm consciously look to eliminate barriers to career development and eventual promotion? Do they do so in a way that supports diversity, equity, and inclusion?

On the candidate side, do they demonstrate ambition? Are they highly organized and focused on ongoing learning and growth? Is becoming a registered architect part of the vision they have established for their career? How wide are a candidate’s interests? Often, too narrow of a focus can seem limiting, and even come-off as setting a boundary for potential. Candidates that can demonstrate a willingness to embrace a wider range of career development options, and the needed flexibility that goes with it might have good chance of succeeding at convincing the interviewers that they are loaded with potential.

3. The other important characteristic that firms look for centers around energy (drive, passion, and commitment). It’s one thing to obtain a great education and be poised to begin the process of developing your career in architecture. But is that enough? Firms want to see energy. Why? Because the profession is a complex one, full of challenges and a wide range of opportunities. Careers develop at different paces for people, but when a firm is looking to hire, they want to see that the person they are interviewing has the energy, drive, and passion to see them through the many climbs ahead. There will be difficulties navigating internship and registration. There will be unhappy clients, consultants, contractors, and coworkers. There will be projects that you invest a lot of yourself into only to have it go on hold, or worse. There will be errors and omissions in construction documents, and costly mistakes on projects under construction. But all of these can be managed and navigated more easily with energy, drive, and passion. These also help accelerate advancement and development in a career. Years in practice is only a partial measure of experience. It has been my observation that those with the energy, drive and passion get much more out of each year in the profession, which helps shorten the time between promotions.

In the end, firms look for people to add to their team that not only bring talent, but that also fit their culture, have a large upside potential, and who have the energy to thrive in the profession.

EduMind Inc at 09:12

Tuesday, 09 February 2021


Studying for the ARE can be a bit daunting to consider. With the practice of architecture being so broad, where do you begin? In this blog, I offer some advice that has helped me over the years. While I took the ARE back in 1982, many of the things I did back then, and continue to do today for annual license renewals (in multiple States) and continuing education have been effective.

My first bit of advice is to look over the entire ARE in a general way. Learn about the individual sections and what each is comprised of. From this, establish an outline “schedule” for yourself. Identify a month to target to set each section of the exam and create a study plan for each section. Give yourself enough time to assemble the appropriate study materials, time to study, and enough time to test yourself with some quizzes. Treat this like any living project schedule and update it as things happen but post it somewhere where you see it to remind you of your goals.

Studying for the ARE

Next, do a deep dive into each ARE section to explore more thoroughly what material is covered. Then, begin to search for study materials. I have found that using a variety of resources for study materials can help you get a more comprehensive understanding of the content. Specifically, I started with my textbooks from college, especially for the topics of structural engineering and environmental control systems (MEP). Next, I suggest looking online at resources available with concentrated study materials for purchase. I recommend using the materials that are specific to each ARE section as a baseline study guide but augment it with a look back at the college textbooks as appropriate. For example, the study guides might cover the basics of calculating bending moments in beams, but a look back at your textbooks from college might have a bit more detail to help refresh your memory of basic problem-solving techniques. Another example might be how to perform simple calculations for rainwater runoff from a roof to help size a gutter or drain, but your college textbooks will likely have more detail, which can help you build the depth you will need to succeed to pass the exam.

My last bit of advice is to take advantage of the quizzes and “mock exams” that are often part of the ARE study materials available for purchase. When I was studying, I would not move on to another subject until I was consistently hitting 90% or higher on the quizzes. I also used the quizzes to help me develop my own version of “Cliff Notes” for each exam section. After successfully completing all quizzes for a given ARE section, I went back over the quizzes and extracted a condensed summary that I could review in the days before sitting for the exam. This process worked well for me, and I have repeated it many times for other professional certifications.

In summary, my advice above is to get organized, pace yourself, and dive-in hard. I tried to tell myself that it was like exercise and that it would make me a better architect no matter how I performed on the exam. With that attitude, I discovered that I enjoyed the study process, which made it a lot easier to invest my time.

EduMind Inc at 08:52

Tuesday, 02 February 2021


Knowing who your client might seem like an easy question to answer. However, a lot of the time, the “client” is a group of people with varying roles and differing amounts of input and authority. In my experience, often the problems encountered on a project (i.e., general communications conflicts, non-payment, and even termination) can be linked to mis-understanding the make-up of the client, and perhaps looking for too much from the wrong person on the client side related to approvals and decisions. As an example, you might think you have a design decision or budget approval from the client, but you later learn that someone else on the client side (with more authority) has weighed-in and reversed the decision or nullified the approval. Meanwhile, you may have progressed with the project and now find yourself in a spot where you have completed work that will need to be revised.

Spending the time to research and diagram the full organizational structure of the client team will help you determine the complexity involved and navigate obtaining decisions and approvals successfully. To help you get started, following are broad categories of client types (private and public) as well as some common characteristics:

who is the client?

Private Clients:

  1. Large to Very Large Clients: This type of client often commissions projects that will be owner developed and occupied. These clients often have very large organizational structures with the ultimate leaders (such as top executives and Board of Directors) being far removed from the day-to-day activities. For the most part, VPs lead these projects from the client side with the company leaders setting larger “big picture directives”. Most project decisions and approvals are made at the VP level, but the leadership will want to be informed.
  2. Medium-Large Clients: These clients operate similarly to the Large companies above, but the executive leadership level (i.e., President and Board of Directors) will likely want to be kept informed regarding the progress of the project and occasionally engage in key decisions and approvals. Smaller day-to-day decisions and approvals mostly occur at the VP’s and PM level.
  3. Small Clients: These clients may only have a single building/facility, and a very “hands-on” leadership team. Even though they often have a “facilities manager” assigned as the client lead, the company owners will likely be involved directly in decision making.

Public Clients:

  1. Large urban jurisdictions with a Mayor and City Council that can (and often do) get involved even though the day-to-day coordination with the architect has been assigned to a PM or Facilities Director. In general, elected officials may be highly inconsistent in their decision making and support for the project, which can add a layer of additional complication.
  2. Medium-sized jurisdiction: These are smaller cities and towns where the majority of the decisions are left to the heads of the primary user group (i.e., a Police Chief in the example of a new police station project), but politically charged decisions, especially related to funding will need a City Council (and/or City Manager) approval, which can make things a little complex to navigate.
  3. Small jurisdiction: These are perhaps the least complicated of the public clients with a small team and hands-on leadership that make obtaining approvals and decisions less cumbersome.

The above are just some of the structures you may encounter with a project. But what they illustrate is that there are many shapes and sizes of clients with sometimes multiple parts with multiple agendas. Getting to know your client, specifically who is involved in decision making and why will be critical for project success.

EduMind Inc at 08:30

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