<p>I am a freshman in architecture school going for my BArch degree, and I am really enjoying it so far. I know that after college, the money is not that great as an architect. I don’t really mind this too much because I’d rather have a job I enjoy that pays less that one I hate that pays more. However, I hear there is a way to get the best of both worlds. People in ownership roles in firms seem to make 6 figures, sometimes making half a million dollars in a year. My question is how can I set myself up to be in that position in the future? Would it be helpful to get a masters in business or management or even in architecture? Is it a matter of working your way up the ladder in a firm over time, or would it even involve me starting my own firm? Obviously, this won’t happen for a long time for me, but I’m just curious what this would entail.</p>
<p>Number 1, be an excellent architect. Architecture is part engineering, part art. If you are missing or weak in either of these, good luck with ownership.</p>
<p>You definitely need to do outstanding work, but that is not always enough. The hardest task we do in the profession is finding work. Convincing an owner to trust you with millions of dollars is a real challenge. The only sure way to partnership is to bring work in the door. This can be done through sales, outstanding project management with a repeat client, or producing great design that attracts new clients. When you control a major client you have real power, and you can press for partnership, take the client to another firm, or even use the client to start your own firm.</p>
<p>So what would I suggest? Practice your selling skills. When you get up to present your project to a jury take it seriously. Prepare, dress well, and imagine what it would feel like if your livelihood and that of other people around you depends on this presentation. You might consider joining a fraternity/sorority. Quite a few practices have been built on the relationships created there. Business courses are OK, but I would take speech and presentation courses. Get comfortable with the idea of selling and you will have a good shot at partnership.</p>
<p>rick</p>
<p>rick, any idea on how much experience in the field/time with the firm is necessary for partnership?</p>
<p>If you are really driven I would think about 8 to 10 years at a smaller office and 12 to 15 years in a larger organization.This assumes you get your registration knocked out in 3 to 4 years. </p>
<p>The challenge is not to get stalled out in your career. A good organization is always making a judgement an employees ultimate potential, and there are people that we identify a year or two out of school as having the potential to rise to partnership. These folks will get a lot more focus on their training and project opportunities than others. If the firm you join does not see you as a potential partner then you either have to shelve some of your ambitions or go find another firm.</p>
<p>rick</p>
<p>Why not go international?
My best friends dad is making well into the six figures working in the UAE.</p>
<p>going on with what Rick said, my observation of those who become partner or principals are those who are not only able to work well with others but also take major leadership in the office. Waiting for a decade in a firm does not mean you will soon become principal when everyone else retires. There are many people who are well past their 40’s but do not take a major role in the team, either because they cannot work well with others or do not have the leadership qualities to command a team. This is important especially if you are taking charge of a large project involving many groups of people.</p>
<p>Leadership means going beyond what you are being asked to do, taking charge of things, initiating new task and completing them well. Leaders bring energy into the office and usually those who make partner are those who are doing what partners and principals do already. Bringing in work and finding new leads is also another essential component of being partner so the more connections you have with potential clients, the more attractive you are as a candidate.</p>
<p>I owned my own architecture firm for 24 years, before merging my firm into a large company with national exposure.</p>
<p>I started right after I got my license, took a lot of risks, when there wasn’t much to risk, worked very hard and have loved every minute of both experiences. I’m now in a managing director in my new firm, and in an ownership position.</p>
<p>We’ve had years where we accidently made money, and years where we’ve lost money. If I had it to do over again, I would have taken some business classes, and made sure someone, even if not me, understood how to financially manage the day to day operations. I’ve always been very good at selling and design. At this stage in my career, I realize that the person who can form real relationships with our clients, and can bring work to our “boards”, is the most valuable person in the studio.</p>
<p>Architects need to know a lot to learn their craft. It takes a long time to get there. Have as many diverse experiences in the practice of architecture as you can. If you can find something that you love in the work, that’s even better.</p>
<p>Even now, I love going to work every day.</p>
<p>I am a architect. I am running my [architectural</a> services](<a href=“http://www.mpm-interiors.com/]architectural”>http://www.mpm-interiors.com/) company successfully. I was not able to do this before. I worked with some companies then register a company with name MPM architecture firm. I am working with some well experienced guys having more then 20 years experience. So it is good for me…</p>