Why building relationships, creating opportunities, and stepping beyond your comfort zone are essential to growing a successful architecture firm.
Good Architecture Isn’t Enough to Keep Your Firm Busy
You can be an exceptional architect and still struggle to keep your firm busy. You can produce beautiful buildings, deliver projects on time, and earn the respect of your clients, yet find yourself wondering where the next project will come from. For many small firm owners, that uncertainty becomes one of the most stressful parts of running a business.
The problem is that we often approach business development for architects with the same mindset we bring to design. We believe that if we do excellent work, the next opportunity will naturally follow. Sometimes it does. But building a sustainable architecture firm requires something more intentional.
You cannot build a predictable business by waiting for unpredictable opportunities.
Business development is not simply about marketing your services or convincing someone to hire you. It is about developing relationships, understanding what people need, and consistently creating opportunities to serve them. It requires recognizing that your responsibility as a firm owner extends beyond the projects currently on your desk.
In a recent conversation on the EntreArchitect Podcast, Episode 682, Tim Derrington, founding principal of Derrington Building Studio in Austin, Texas, shared how he is transforming his approach to business development. After years of building his practice through personal connections, repeat clients, and unexpected opportunities, Tim is now intentionally developing relationships that create new opportunities for his firm.
His experience illustrates an important evolution that every entrepreneur architect should consider: the transition from being the person who does the work to becoming the leader who ensures there will always be meaningful work to do.
Why Great Design Doesn’t Guarantee New Clients
Architects spend years developing their technical knowledge and design abilities. We learn to solve complex problems, manage competing priorities, and translate our clients’ needs into physical environments. Those skills are essential, but they are not enough to operate a successful business.
When a client hires an architect, they already expect professional competence. They expect thoughtful design, accurate documents, and a building that serves its intended purpose. Meeting those expectations is important, but it does not necessarily distinguish your firm from every other qualified architect.
Tim learned this lesson after establishing his practice in 2011, following the financial crisis. He began with small renovation projects and eventually received an opportunity to design a climbing gym. That project led to another, then another, and eventually a series of six climbing gym projects, five of which had been built at the time of our conversation.
The original opportunity came through a personal connection. Someone Tim knew introduced him to people who wanted to open a climbing gym. They needed an architect, and Tim was available.
The subsequent projects came because his team delivered good work and developed a strong relationship with the client.
There are two distinct lessons here. Relationships create opportunities, and professional performance helps turn those opportunities into long-term business.
Neither works particularly well without the other.
If your entire business development strategy depends on delivering great architecture and hoping someone notices, you are leaving an important part of your firm’s future to chance.
Your Next Client May Come From Someone Who Will Never Hire You
One of the most valuable relationships you can develop may be with someone who has no intention of hiring an architect.
Think about the people who regularly encounter potential architecture projects before an architect becomes involved. Commercial real estate brokers, contractors, developers, business owners, property managers, and other professionals frequently have conversations with people considering new buildings, renovations, or investments.
These people are connectors.
A connector may never become your client, but that person could introduce you to several clients over the course of your career.
Tim’s climbing gym opportunity began with exactly this kind of relationship. The person who introduced him to the future climbing gym owners was not looking to hire an architect. He simply knew people who needed one.
For years, Tim benefited from these connections without having a deliberate strategy for developing them. Today, he is actively seeking relationships with people who can introduce him to future opportunities.
During our podcast conversation, Tim described contacting a commercial real estate broker after discovering an interesting property listing. Rather than sending a promotional email about his firm’s accomplishments, he called the broker and explained that he believed he could be useful.
They agreed to meet for coffee.
Afterward, the broker sent Tim information about a property and asked whether he could prepare a preliminary feasibility study that might help position him for future architectural work.
That is business development in action.
Notice what Tim did not do. He did not begin by asking for a project. He began by establishing a relationship and offering something potentially valuable.
For a small firm architect, this approach is both practical and sustainable.
Start by identifying ten people in your market who regularly interact with the kinds of clients you want to serve. Look beyond your existing circle of architects and consultants. Consider the professionals who influence decisions before architectural services are required.
Then begin making connections.
You do not need an elaborate presentation or a sophisticated marketing campaign. You need a reason to introduce yourself, a genuine interest in the other person’s work, and an understanding of how your expertise might help them succeed.
The objective of the first conversation is not to win a contract. It is to establish a relationship worth continuing.
Become the Architect Clients Call When Something Goes Wrong
Creating new relationships is essential, but retaining existing clients can be equally important to your firm’s stability.
Repeat clients already understand your capabilities, your process, and how you communicate. You have established a working relationship, which can reduce the uncertainty associated with hiring a new professional.
But repeat business requires more than producing attractive buildings.
It requires trust.
Tim shared a story about a hand dryer installed directly above an open trash receptacle in one of his climbing gym projects. Whenever someone used the dryer, the airflow scattered paper towels from the trash.
It was a relatively small design mistake, but it created an ongoing problem for the client.
Tim took responsibility. He arranged the necessary work, personally removed the dryer, and had the wall repaired. The correction cost approximately $400.
He did not charge the client for fixing the mistake.
That decision demonstrated something more valuable than technical competence. It demonstrated integrity.
Every architecture project encounters challenges. Drawings contain errors, unforeseen conditions arise, and decisions sometimes produce unintended consequences. Clients understand that construction is complicated, but they pay close attention to how their architect responds when something goes wrong.
Do you immediately become defensive? Do you look for someone else to blame? Or do you take responsibility, explain the situation, and help find a solution?
Tim wants to be among the first people his clients call when they encounter a problem, even when that problem extends beyond his direct responsibilities.
That is an important distinction.
The most valuable architect is not necessarily the one who never makes a mistake. It is often the one the client trusts to help resolve difficult situations.
Of course, professional accountability must be balanced with appropriate contracts, insurance, and risk management. Taking responsibility does not mean accepting unlimited liability or providing every service without compensation.
It means approaching client relationships with integrity and a commitment to solving problems.
Tim reinforces this philosophy with his team through a simple operating principle: never bring a problem to a client without also bringing potential solutions.
Imagine the difference between telling a client that the building department rejected a design and explaining that the department identified a concern, followed by two possible approaches for resolving it.
Both communicate the same challenge. Only one demonstrates leadership.
If you want more repeat business, become the architect who consistently makes difficult situations easier for your clients to navigate.
Build a Business Development System That Fits Your Personality
Many architects resist business development because they associate it with traditional selling. They imagine uncomfortable conversations, aggressive pitches, and repeated requests for work.
That perception creates an unnecessary obstacle.
Effective business development doesn’t require becoming an aggressive salesperson. It requires understanding how to build relationships, demonstrate your value, and create opportunities for meaningful conversations. This is an approach we’ve explored previously in How to Win Architecture Clients Without the Pitch.
Tim describes himself as an introvert. Making unsolicited phone calls is uncomfortable for him, and he openly acknowledges that many attempts lead nowhere.
But he makes the calls anyway.
He recognizes that developing new relationships is a skill, and skills improve through practice.
For small firm owners, the most effective business development system is usually one simple enough to maintain while managing the daily responsibilities of running a practice.
I recommend starting with four activities.
Identify potential relationships. Create a list of people who work with your ideal clients or influence the types of projects you want to pursue. Focus on relevance rather than quantity.
Schedule consistent outreach. Reserve a specific period each week for business development. Protect that time just as you would protect an important client meeting. Even two focused hours can create momentum when maintained consistently.
Offer value before asking for work. Share a useful observation, introduce two people who could benefit from knowing each other, or offer relevant expertise. Look for opportunities to help someone make progress.
Follow up and maintain relationships. Record your conversations, identify potential next steps, and reconnect when appropriate. A relationship that begins with one coffee meeting may not produce an opportunity for months or even years.
Tim has also begun using artificial intelligence to support this process. By connecting his email and calendar to Claude, he asks the system to identify previous conversations and relationships that may deserve renewed attention.
The technology helps him recognize opportunities he might otherwise overlook.
You can accomplish something similar with a customer relationship management system, a spreadsheet, or a simple contact list. If you use AI to review communications, make sure you understand the privacy implications and protect confidential client information.
The specific tool matters less than the habit of maintaining relationships.
For additional perspective on turning existing opportunities into signed projects, read How Small Firm Architects Win More Work (And It Isn’t More Leads).
Becoming the Rainmaker Is a Leadership Responsibility
There comes a point in the development of many architecture firms when the owner’s role must change.
In the beginning, you are responsible for nearly everything. You design the projects, communicate with clients, prepare proposals, coordinate consultants, and manage the finances.
As your firm grows, you hire people to share those responsibilities. Eventually, your team develops the experience and confidence to manage much of the project work without your constant involvement.
That creates an important opportunity.
Instead of remaining the person who must personally complete every task, you can become the leader who creates the conditions for your team to succeed.
Tim began recognizing this transition as his employees developed professionally. He understood that if his team continued growing while the business remained the same size, he might eventually struggle to provide the opportunities they needed.
Growth required additional revenue. Additional revenue required more projects. And more projects required a more intentional approach to business development.
This is where the role of rainmaker becomes essential.
A rainmaker is someone who consistently develops relationships and creates opportunities that generate revenue for the firm.
In a small architecture practice, that responsibility often belongs primarily to the owner.
It does not mean abandoning design or spending every day selling services. It means recognizing that your leadership responsibilities include securing the future of the business.
Your employees depend on that leadership. So do your clients, your consultants, and your family.
A firm with a consistent pipeline has greater freedom to make thoughtful decisions. It can hire strategically, invest in professional development, and become more selective about the projects it accepts.
A firm that depends entirely on the next unexpected referral has fewer options.
Profitability and stability create opportunities for better architecture. Intentional business development helps make that stability possible.
Stop Waiting and Start Creating Opportunities
Tim has not claimed to have mastered business development. He is still developing his approach, experimenting with new relationships, and learning what works.
That is an important part of his story.
You do not need to become an expert rainmaker before you begin developing new business. You become more effective by doing the work consistently, learning from the results, and improving your approach.
Start this week by reviewing your list of potential connections. Choose one person and reach out. Ask for a conversation, learn about their work, and explore whether there might be an opportunity to help each other. Then repeat that process every week.
Over time, those conversations can become relationships. Relationships can become opportunities. And opportunities can become the projects that support your firm and the people who depend on it.
The future of your architecture firm is too important to leave entirely to chance. Take responsibility for creating it.
For more about Tim Derrington’s journey from struggling entrepreneur to intentional rainmaker, listen to Episode 682 of the EntreArchitect Podcast.
Tim also recently joined us for an Ask the Architect Anything webinar, presented in partnership with our allied partners at WeCollabify. During that conversation, he shared more about building his practice and expanding his team with remote staff. You can find the replay inside the EntreArchitect Network.
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