There’s a moment in almost every architect’s career where the idea first surfaces—quietly at first, then louder over time: What if I started my own firm? Maybe it’s the itch for creative freedom, maybe it’s frustration with someone else’s decisions, or maybe it’s just the instinct to build something of your own. I’ve had this conversation more times than I can count—at desks, on job sites, over drinks after a long day. It’s a topic that stirs up excitement, fear, pride, and possibility all at once. Today, we’re stepping into that mindset—the leap, the hustle, the vision behind doing your own thing. Welcome to Episode 177: Hanging Out Your Shingle

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We have a special guest to assist us with discussing today’s topic. Joining us is Daniel Istrate, AIA — a licensed architect and co-founder of Kontexture, a Phoenix-based architecture firm with a growing international presence. Originally from Romania, Daniel moved to the United States as a teenager and went on to earn his architecture degree from the University of Arizona, with studies that also included Italian, Literature, and a minor in studio arts.

He began his career at a small local firm, later navigating the challenges of the 2008 recession while gaining experience at a large national practice. But like many of us, he felt the pull toward something more personal, and in 2013, he made the leap, leaving a stable job to start his firm with longtime friend and collaborator Jorge Toscano. Since then, Kontexture has grown to include two offices - one in Phoenix and another in Hermosillo, Mexico - and in 2018, they expanded into construction by launching a design-build company.

Daniel is joining us today to discuss betting on yourself, building with intention, and creating a firm from the ground up - all themes at the heart of today’s topic.

Let’s start at the moment just before you decided to launch your own firm - what pushed that decision from a long-time idea into something real? 

The first time I played with the idea of opening a firm with another colleague from the first firm I was working at was in 2007 right before the recession.  We quickly realized that was not good timing so we decided against it.  Looking back that was a really good thing, I was only two years out of school and still very green.  After weathering the recession at Smithgroup and getting licensed while there, I started taking on some side work.  I got an offer from another firm to move there as the principal was thinking of retiring soon and was looking to have someone take over.  After being there for a year, on a Friday night at 1:00 am while still at the office I decided that this is the time.  I already had a steady stream of clients and projects that I was doing on the side (moonlighting) 

Binkowitz Residence - Kontexture

You didn’t start Kontexture alone - can you talk a bit about that partnership and how you and Jorge divided up the early responsibilities? 

I started Kontexture with Jorge whom I met while we were both in first year at the U of A.  We always talked about starting a firm together, even while in college.  Early on we were each responsible for our own projects, from early meetings with clients, to design, construction documents, Construction Administration, etc.  But we have identified early what each of our strengths were and we worked off of that.  Jorge is a stronger designer and I am more technical.  

Marigold Dispensary - Kontexture

When you first opened your doors - how did you find work? Did you chase the kind of projects you wanted, or take what came? 

We started the firm with about 20 small projects that we were both working on, on the side.  Once we started the phone kept ringing and we kept getting work based on recommendations from engineers we were collaborating with, contractors and most important, the clients we had were recommending us.  We did not have to chase any projects, but we were not being selective either, we took everything that came our way.  

Tica Residence - Kontexture

What were some of the most unexpected early challenges - not design or technical ones, but the business side: contracts, accounting, finding your first hire? 

Funny you mention that.  Contracts were the biggest challenge.  Neither Jorge or I had any experience at the previous firms putting proposals together, we were not in the positions where we had access to that information.  It was that difficult for residential work, but for commercial, we were using google to find out how to charge for projects, so between price per square foot and percentage of construction costs, we were either really high and not get the project, or too low as the client couldn’t sign the contracts fast enough.  So that was challenging, even 12 years in we still sometimes run into that.  The first official hire was this guy Michael that I knew back in Tucson, and he was moving from New York to Phoenix to be with his girlfriend, so it was someone I knew personally.  All the other people we hire were people we know, or worked with, or were recommended which made it a bit easier.  

Oerlikon India - Kontexture

You’ve described your office as deliberately diverse and people-focused. How early on did that vision shape your hiring, and how do you sustain it in practice? 

Every office I worked in after graduating I observed how my bosses were and how they operated.  I would make mental notes on things I thought they did well and if I were to ever have a firm to emulate that or when I saw things that I thought were wrong to never do that as a boss.  I had a college professor that told us the importance of working for a firm where you feel appreciated, and that it should weigh more than the salary and title.  I did not give it much thought at the time, but while working at the second firm after graduating, Anca (my wife) gave birth to our second son, and my boss told me I could not leave to pick-up Anca as she was being discharged from the hospital because we had some meeting to go to.  I had to ask my dad to go and pick up my wife.  I quit that job two weeks later even though we were in the middle of the recession.  I was fortunate enough to find another job in 2009 when most firms were laying people off or even closing their doors.  With that in mind, I told myself that I would never want to have people working for me that dreaded coming into the office, because I experienced that feeling myself. 

We are a pretty diverse group with people from all backgrounds.  

Budure Residence - Kontexture

What were some pivotal decisions or moments that allowed your firm to grow—not just in size, but in identity?

If this was a scientific experiment, in order for the theory to become law it would have to be duplicated by other people.  What I mean by this is, I am not sure this would work for other firms but it has for us.  As we started getting more projects or even bigger projects, we still got calls for smaller projects (small remodels, additions, or small TI’s), not the type of projects you would brag about at a cocktail party.  But I can’t tell you how many times taking on those projects ended up leading to a lot more substantial work.  One example was when I got a call from a civil engineer we did a lot of work with.  He asked if I was interested in doing a TI for a marijuana dispensary.  and I said sure.  So the engineer passed my number to the client who called and basically said that they already had the project designed, they just needed someone to draft it and I was willing to do it.  It was just as marijuana became legal in Arizona and there were a lot of regulations on it, which I did not know at the time.  The client educated me in all the regulations, we did the project, and then asked if I were interested in doing some grow facilities to which I said, sure.  That started a long string of projects in the cannabis industry that otherwise I would have never had the opportunity to do.  A lot of firms were competing for those projects early on and we were fortunate enough to be one of the first firms to do those types of projects.  So a long answer to say, don’t be afraid of the unknown or to say yes and most of all don’t ever think you are above a certain type of project because you now “made it”. 

As a follow-up, do you have a final/ideal firm size in mind? Or what is your growth mindset or strategy for the firm? When did you develop this? Has it evolved over time? 

When we first started we never set out to grow to 24 people.  We are not set up like a corporation where we sit down at the beginning of the year to set goals or targets for growth.  We have grown organically and what felt natural to us.  It might not be the right approach for everyone but it has worked for us.  Even though we have 24 people we run the practice like a small firm and as of now we have no plans of expanding any further, but with that being said, I don’t know what the future holds.  I just don’t see myself being a principal at a large firm of 100+ people.  just the thought gives me anxiety.

Rogers Residence - Kontexture

You’ve taken some less-traveled roads to build and sustain your practice—what’s something you did that might surprise people? 

As mentioned earlier, we took on just about every type of project that came our way (even if we did not have experience doing those types of projects), we tried to hire just friends or friends of friends.  We took on hires that Kontexture was their first job in the US and that paid off, we took a chance on them and they became very good and loyal employees.  One such example is Carmen, who started as a drafter six years ago and she is now one of the principals.  Same with Denisa who started as a front desk secretary and now is the director of operations and principal. 

Opening the second office in Mexico was something that was less conventional.