How leadership behavior shapes culture, trust, and growth - why people mirror what leaders model, and how influence is built through everyday actions.

The phrase “it’s just a small project” has probably caused more confusion, blown more budgets, and strained more relationships than we’d care to admit. It sounds harmless, maybe even charming - the architectural equivalent of a quick favor. But that phrase carries weight. Because behind every modest addition, bathroom remodel, or garage conversion is the same professional rigor we apply to larger work … just without the benefit of scale. Whether it’s fees that don’t shrink as expected, construction costs that defy logic, or clients caught off guard by the number of decisions they’ll need to make, these projects demand clarity, patience, and experience. So today, we’re talking about what architects need to communicate, anticipate, and prepare for when the work is small but the expectations are not. Welcome to Episode 180: Size Doesn't Matter.

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Architectural Fees Don't Scale jump to 3:50

One of the most misunderstood aspects of residential design is how architectural fees are determined. Many clients assume that a smaller project should result in a proportionally smaller fee. But architectural fees don’t scale like that. A 400-square-foot addition still requires site measurements, code research, zoning analysis, (possibly) consultant coordination, and detailed documentation. Whether the project is 400 or 4,000 square feet, many of the baseline efforts remain the same. You still need floor plans, reflected ceiling plans, building sections, wall sections, electrical layouts, and coordination with structural engineers or energy consultants. And while the documentation may be shorter, the care and precision required to make a small project work can sometimes take even more time. For example, a kitchen renovation might involve more detail and coordination per square foot than an entire house.

The AIA has published guidance on fee structures in the "Architect's Handbook of Professional Practice," (this is a book that I highly recommend) which notes that project complexity and risk should be used to help determine compensation, not just size. As architects, we must be clear in helping clients understand that fees represent time and expertise, not floor area. If you charge a fixed fee or percentage of construction cost, be sure to explain what that covers and what it doesn’t. Helping clients see the value in pre-design services, permitting assistance, and construction observation can prevent misunderstandings later. Saving the best for last, just because it’s a small project doesn’t mean the liability is small. Professional risk remains, which means the time spent to get it right matters, regardless of scale.

the post that I referenced in our discussions was this one ...*the penalty of drawing too much -  Excessive or Essential?

The Entire Timeline jump to 9:43

Clients often think the timeline for a small project will be quick. And to be fair, the design phase might be shorter than that of a ground-up custom home. But that’s only one piece of the puzzle. Permitting can take anywhere from a few weeks to several months, depending on the jurisdiction. In some cities, small additions are routed through full plan review just like new homes. And once the project is permitted, the construction timeline is subject to the availability of contractors and materials, site conditions, and even weather. It’s our responsibility to help clients understand the full arc of the process.

According to a 2023 survey from Houzz, the average design-to-completion timeline for a kitchen remodel is around 8-12 months, even when the construction itself only takes 2-3. Why the gap? Because there are lags built into the process. Design review boards, HOA approvals, contractor bidding windows, and permit review times all add up. When you add in backorders on appliances or materials, things can shift quickly. That’s why it’s so important to map out the process...

Architectural influencers on social media can bring real insight to the table while others blur the line between experience and performance, you should evaluate what you’re seeing, questioning why it was shared, and learn how to tell the difference between helpful guidance and a well-lit shortcut.

What happens when architects face extreme pressure? Ep. 178 explores how stress reveals character, process, and priorities in practice.

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’ve all stared at the calendar, convinced there’s a hidden twenty-fifth hour—plenty of room to redline that section, nudge the model, and squeeze in just one more detail. “We’ll sort it during bidding,” we promise ourselves, and the optimism buys another day of breathing room. Architects thrive on this kind of self-talk; some versions are harmless, others lurk like change-order booby traps. Today Andrew and I are spotlighting the greatest hits—the stories we repeat, the messes they create, and the habits that can stop the cycle before it snaps back on us. Grab your favorite red Sharpie ... Welcome to Episode EP 176: Little White Lies.

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I've Got Plenty of Time jump to 4:24

This may be the single most prevalent lie we tell ourselves the most during our career. We always are telling ourselves we have the time. Time to finish. Time to do just one more thing. Time to get enough sleep. Time to make it work. Time to meet that deadline and have all the details complete. I’m not saying all architects do this, but there is a large number. I think it’s our underlying optimism in our abilities and skills. Maybe that’s ego, but whatever the reason, it happens. A lot.

We'll Deal with it During Construction jump to 8:13

Another beauty. This is one we tell ourselves as well quite often. We have a looming deadline and we need, no we MUST, publish a set of drawings and meet the deadline. We know we have left some things to deal with later. Sometimes, in the good cases, we make it back to those elements and finish our task in the manner we intended. Often, we deal with the element, but not always in the same manner and care we might have during the design phase. Then, there are those times when we just don’t ever make it back to that and the contractors solve those issues for us. Whether that is how we wanted to not is a different story.

I'll Just do a Little Work Tonight jump to 11:38

Some architects are most assuredly better at this than others. The best of us never even tempt the fates and do work “at night.” Others can actually do just a task or two and then close up shop and move one. Then there is that group that sits down for a few small tasks and doesn’t realize until 4 hours later that they are still working. We knew we should have not sat down at the desk at all. But once it starts, sometimes it’s just too tough to stop.

I'll Do a Little Conceptual Work to Show Them jump to 15:56

This one costs us the most. Not just as an individual, but as a profession. Don’t get me wrong, I have said this one to myself many times. If I just can show them my ideas, surely that will convince them to give me the project. My ideas are so outstanding, how can they not! But more often than not, they like the ideas, don’t hire me for the project, and probably take some of my ideas to the team they did hire. Again, this one hurts. But it also hurts all of the profession for us to give away any work at any time. It devalues our skills and knowledge to those who hire us. I’m not saying it’s easy to avoid that temptation, but for the benefit of all, we most definitely should.

You Can Never Draw Too Much jump to 19:53

This one has manifested itself more and more in our digitally produced documentation world. The easier the software has become to operate and generate drawings, the more drawings we seem to WANT to make. Here the fallacy of just adding more drawings is a lie that gives us comfort that we have done enough and that we have proven our value. More sheets. Larger CD sets. On and on. I think is a way that we choose to compensate for being undervalued in general. It’s like we are the kindergartener that is showing everyone all the drawings they can make with a blue crayon. I can throw out this judgement because I too have fallen victim to this seemingly harmless lie.

At Least We Got this One Detail in the Project jump to 27:53

...

Nobody wants to be the person who asks a question that causes everyone else within ear shot to turn and look at them. We spend the early part of our careers trying to prove we deserve a seat at the table, hoping we sound competent, sharp, with just the right amount of confidence. But architecture isn’t a field you get good at by pretending. It’s a craft you grow into by doing, which ultimately leads to asking questions early, often, and sometimes awkwardly. We are going to embrace that process. We’re digging into how architects keep learning after school, what a real internship should feel like, and how long it really takes to get good at what we do. Welcome to EP 175: Stupid Questions.

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Today, Andrew and I are going to be talking about why becoming an architect takes a long time, that this process involves doing a lot of different things, and how "stupid" questions play an important role in the education process of everyone in this profession. Just to get this out of the way, I am admitting here and now that I ask stupid questions all the time – maybe not as often as I used to, but they’re still there.

The Myth of Knowing Everything jump to 3:51

Architecture school is a beginning, not an ending — a place where students are exposed to broad ideas, creative problem-solving, and the early language of the built environment. But the idea that graduation signals readiness for professional practice is a myth. Schools tend to focus heavily on conceptual design, theoretical frameworks, and academic critiques, with far less emphasis on the realities of technical documentation, consultant coordination, regulatory compliance, or contract administration. According to the National Architectural Accrediting Board (NAAB), while accredited programs must address professional competencies, mastery of technical skills is not expected upon graduation. The gap between academia and practice isn’t a flaw — it’s an acknowledgment that architecture is too vast to teach all at once. True expertise comes from layering education with experience, not from assuming a degree makes you "complete."

Understanding this myth matters because it reframes early career experiences from imposter syndrome into opportunity. If graduates expect to know everything, they’ll view asking questions as a failure; if they expect to still be learning, questions become the most important tool they have. According to a survey by the American Institute of Architects (AIA) Emerging Professionals Committee, 78% of young architects reported feeling “unprepared” for the technical and managerial aspects of practice upon graduation. Yet, firms consistently report that curiosity, not technical perfection, predicts long-term success. Accepting that you won’t know it all — and that you're not supposed to — builds the humility and resilience needed to become a great architect. The myth is persistent, but the truth is far more empowering.

It turns out that the real measure of growth isn’t how many answers you can recite, but the kinds of questions you’re willing to ask.

"Judge a man by his questions rather than by his answers."

— Voltaire

This quote emphasizes the point that questions are more important than knowing all the answers — a perfect fit for reframing graduation not as mastery, but as the start of real learning. It aligns with breaking the myth that you're supposed to "know it all" after school.

Learning on the Job: Interns jump to 13:46

Internships are often misunderstood by both students and firms. They aren’t simply about cheap labor or task delegation; they are an essential stage in transforming theoretical knowledge into applied skill. A well-structured internship fosters structured exposure to different phases of work: schematic design, construction documentation, consultant coordination, site visits, and client meetings. In 2021,

There are bits of advice that one collects over a 30 year career and when given the chance, some are worth passing on to those who care to listen. While this could have been a lessons from my father sort of episode, we decided to keep things focused on those of us who either are, or want to be, architects, and we are going to pass along a handful of things that we wish we had known at the start of our careers. Welcome to Episode 174: Dear Future Architects.

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Partial Results from an Instagram Poll asking the question what "Future Architects" should know ... click to enlarge

Today we are going to be talking about those interesting considerations and bits of advice that have been shared with us during our career. While they might not be applicable to everyone, I feel pretty confident that all the items we will be discussing today are of value. This will be the first “Dear Future Architects post as there are too many items to work through in a single episode. These are in the order than they came to mind and I didn’t want to presume a specific priority to them and set them in order of value. I also want to throw in there that a few of these are pretty hot and I fully expect people to think I am full of s%!t … but I am here to bring the pain.

01 Dear Future Architects ... jump to 04:55

Choose your firm based on the skills you want to build.

Residential firms often hone your soft skills—communication, empathy, and negotiation—while commercial firms emphasize technical depth, systems coordination, and documentation.

Source:

https://www.lifeofanarchitect.com/big-or-small-whats-the-right-sized-firm-for-you/

In reflecting on my career, I’ve come to realize that the size of the firm you work for can shape the skills you develop, especially early in your career. If you’re just starting out, a small firm offers the opportunity to develop soft skills like communication, empathy, and negotiation because you're often thrown into situations where you're the point of contact with clients, contractors, and team members. You're more involved with every aspect of a project, and that experience helps you build your confidence. On the other hand, in larger firms, you get more exposure to complex projects that require technical proficiency, systems management, and understanding of legalities. While big firms can make you a better architect in that sense, they may not provide as many opportunities to hone those soft skills until you reach a higher level in the company.

Personally, I’ve found that small firms, while sometimes lacking in technical depth, gave me the chance to sharpen my communication skills and gain a more intimate understanding of how a project works from start to finish. This has served me well as I’ve moved up in my career. But the reality is, each environment teaches you something different, and depending on what you want to learn, one might be a better fit for you than the other.

02 Dear Future Architects ... jump to 11:58

Start small if you plan to go solo.

Working in a small firm exposes you to every aspect of running a practice—from contracts and client meetings to redlines and billing—which is invaluable if owning your own firm is in your future.

Source: 

https://www.lifeofanarchitect.com/architectural-job-starter-kit/

Looking at the question of whether to start in a small firm if you plan to eventually go solo, I believe it’s the best way to prepare. In a small firm, you’re exposed to everything: you write proposals, manage clients, and get a feel for what it really takes to run an office. When I switched from a small firm to a larger one, I found that my skills didn’t always align with what was expected. In a larger firm, tasks like proposal writing are handled by specialists, not generalists like I had been in a small firm. That experience made me realize that if you want to open your own office one day,

Mentorship turns confusion into clarity, builds confidence, and connects you with people who help you grow faster than you ever could alone.

Most people have no idea what I do for a living, and to be honest, most of how I spend my time doesn’t look like the things I did when I was in college. Have things gone terribly wrong for me? What about Andrew? I’m pretty confident that his role as an architect is different than how he imagined it to be … and I think that this is all okay. It should be an interesting conversation, and possibly a mandatory exercise, to find out how architects actually spend their time. Chances are better than likely that the day to day experience for every single architect is unique with only a small bit of overlap … and that is what we are here to talk about. Welcome to EP 172: A Week in the Life of an Architect

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Today we are going to be talking about how we spend our time. I have answered this question as “A Day in the Life of an Architect” exactly 4 time previously on this website.

https://www.lifeofanarchitect.com/an-actual-day-in-the-life/

The  very first "day in the life" sort of post that I ever wrote back on March 10, 2010. At this point, the website was barely 2 months old and I was with a firm that specialized in residential work. Since this was the first time I decided to talk about "a day in the life" I literally went minute by minute through my entire day, starting at 5:50am.

https://www.lifeofanarchitect.com/a-day-in-the-life-of-an-architect/

Fast forward over 4 years to December 1, 2014 ... by this point I had changed jobs and was now working at a company where I had my name on the door, which suggests that I had some control over how I worked and spent my time. In this post, rather than going minute through minute along the tasks of my day, I broke into big chunks based on tasks ... one of which was making a margarita.

https://www.lifeofanarchitect.com/ep-064-a-day-in-the-life-of-an-architect/

Time for some more changes - on to job number 3 since I started the website. This particular day was the first to be immortalized into a podcast episode  that went live on December 6, 2020. Andrew was struggling with Covid at the time of this recording so I had frequent guest and neighbor/architect Lane Acree on to discuss our particular days as it related to how we go about our business in the capacity of Principals at our firm. In an attempt to keep things somewhat fresh, beyond having another person's perspective being added to the mix, we simply broke down our days into early morning, morning, lunch afternoon, and evening.

In each of these episodes, I typically choose a pretty interesting day  – mostly because I wanted to look cool and that my job was exciting. I also think it is interesting to go back through these “day in the life” snapshots to see how my typical day changed as I changed firms and as I changed responsibilities. So rather than simply looking at a singular day that  was selected because it was a “cool” day, we are going to change it up and actually look at a week of time so that we can avoid the possibility of selecting a singularly fabulous day.

Monday jump to 7:58

a look at my work calendar for the week we are discussing today

Bob

I can’t stand Monday … it is easily the worst day of the week. All the meetings associated with preparing everyone for the work to be done that week, as well as all the in-house obligations – meaning, I don’t actually get a lot of work done on Mondays but yet my day is always full and I start the week off behind every single time.

While the "Staffing Meeting" isn't the first thing I do on a Monday morning, it is typically the first meeting I have. Since I have Project Manager responsibilities in the office, that means I have some dominion over who is working where and on what. This meeting is generally about making sure that people are all keep busy, but not overly so. Almost immediately upon the completion of this first meeting, I have a Marketing and Digital strategy meeting.