In the dynamic and competitive world of architecture, being an employee at a large firm for close to 20 years has given me unique insight into the intersection of passion and practicality. Architecture is more than a profession; it’s a calling that merges creativity and technical expertise to shape the built environment. Yet, despite its intrinsic rewards, one harsh reality persists: architects, on the whole, are often underpaid for the immense value they provide.
It’s worth noting that the firm I work for emphasizes design excellence above almost everything else. The belief among our leadership is that great design is the path to more good projects, more recognition, and hopefully, better fees and greater profit. This emphasis on design is something I deeply respect and value, but it also highlights an important question: How can we, as employees, support the financial health of our firms while staying true to the design-first ethos?
I’ll be the first to say that I’m happy where I work. I enjoy the projects I’m part of, the collaborative spirit of my team, and the opportunity to grow with a company that values my contributions. But when it comes to compensation? Let’s just say it’s less than thrilling. Like many architects, I’ve struggled to reconcile my passion for the profession with the financial realities it presents.
Pay, as an employee, is a multifaceted issue. It’s shaped by the value we bring to the office every day—the skills we’ve developed, the expertise we contribute, and the roles we fulfill. Titles and certifications, like registration or accreditations such as LEED or WELL, are factors too, along with years of service. But market conditions play an undeniable role, impacting the financial health of firms and their ability to reward employees. Over the past few years, market conditions in architecture have been challenging. With less work to go around, stiffer competition, and rising operational costs, firms have faced an uphill battle to maintain profitability. For many of us, this reality has translated into minimal raises, stagnant salaries, and little-to-no bonuses.
The connection between profitability and pay is clear to most of us—and it’s a topic leadership has touched on in firm-wide meetings. But what isn’t always clear is how we, as employees, can meaningfully influence that profitability. Of course, we can and should play a role. The question is: What does that role look like in practice? One central issue, often raised but not fully explored, is the need to embrace greater efficiency and productivity. These are practical, actionable areas where every employee—regardless of their position—can contribute to a firm’s success. By working smarter and more collaboratively, we can help our firms operate more profitably, which in turn creates the potential for better pay, bonuses, and a more stable work environment.
Embracing Efficiency
Doing more with less is at the core of efficiency in architecture—whether it’s reducing waste, optimizing resources, or streamlining workflows. However, it’s important to recognize that this principle should not come at the expense of the workforce. While leadership may sometimes reduce staff during challenging times to align with financial realities and maintain operations, this approach—though pragmatic—is not ideal. True efficiency lies in empowering employees, refining processes, and leveraging technology to achieve more without sacrificing team morale or capacity. It’s about being intentional with how time, materials, and technology are used to maximize value without compromising quality.
Efficiency isn’t solely about cutting corners or working faster—it’s about working smarter. For example, developing standard operating procedures, templates, and checklists for common project types and tasks can make a significant difference. This includes standard details, document formats, and communication protocols. Having predefined office standards reduces time spent on repetitive tasks and ensures consistency and quality across projects. It’s a mindset that touches every aspect of an architectural firm, from leadership crafting strategic goals to architects and project managers ensuring execution aligns with those objectives.
In my experience, efficiency starts at the organizational level. A firm’s leadership needs to create a culture where workflows are continuously refined, innovative ideas are welcomed, and resources are allocated wisely. This means fostering a workplace where processes are streamlined, technology is used effectively, and everyone knows their role in achieving project and business goals.
At an individual level, efficiency is personal. Every architect, designer, and project manager has their own way of working, and efficiency often comes down to finding what works best for each person. This might involve better time management, clearer communication, or simply creating an environment where people feel supported to do their best work. When individuals are empowered to work efficiently, the whole firm benefits.
For project managers and architects, the challenge is to balance competing priorities—meeting deadlines, managing budgets, and ensuring design excellence—all while keeping the team motivated and engaged. Efficiency here is about having a clear plan, delegating tasks effectively, and using tools that simplify coordination and reduce errors. It’s not about sacrificing quality but about finding the smartest way to achieve it.
Ultimately, embracing efficiency isn’t just about improving firm operations—it’s about recognizing our collective impact as employees. By working smarter, we can reduce late nights, avoid wasted effort, and free up time to focus on what truly matters: creating great architecture. The connection between efficiency and profitability is straightforward—when firms thrive financially, it can translate into better pay, bonuses, and greater stability for everyone. This isn’t just a benefit for the organization; it’s a shared success that reinforces the value we all bring to the table.
Enhancing Productivity
In architectural firms, productivity goes beyond the quantity of work completed; it’s about the value and quality of designs created within the constraints of time and resources. This crucial metric intertwines with creative output, client satisfaction, and overall firm success. Productivity depends on streamlined workflows, engaged and skilled employees, and effective tools tailored to the architectural process.
As projects grow more complex and client expectations rise, improving productivity doesn’t mean speeding up—it means finding smarter ways to work. This includes balancing rapid delivery with maintaining high design standards. Enhanced productivity leads to better project outcomes, satisfied clients, and greater competitiveness.
Understanding productivity requires a broader view beyond output metrics. It involves assessing the quality of work, process efficiency, and, most importantly, the well-being of employees. Recognizing the challenges staff face can guide firms in recalibrating expectations and strategies to optimize the work environment and maximize potential.
To elevate productivity, firms must adopt measures like flexible work arrangements, continuous skill development, and tools to minimize repetitive tasks. Prioritizing a supportive culture ensures that employees feel valued and engaged, enabling them to deliver their best work. By focusing on people and aligning expectations with actual capacity, firms can achieve higher-quality results while fostering a healthier, more motivated workforce.
In conclusion, the connection between efficiency, productivity, and profit is not just a theoretical concept—it directly impacts the financial health of a firm and, ultimately, the compensation and satisfaction of its employees. As Peter Drucker famously said, “Efficiency is doing things right; productivity is doing the right things.” When firms align these principles, they create a culture that values thoughtful planning, innovative solutions, and consistent improvement.
Firms that embrace this synergy are better positioned to deliver exceptional designs within practical constraints, achieve greater client satisfaction, and remain economically sustainable. For employees, this translates into tangible benefits: better pay, greater stability, and a more rewarding work environment. When we recognize our collective role in driving efficiency and productivity, we contribute not only to the firm’s profitability but also to its ability to reinvest in its most valuable asset—its people.
Ultimately, the success of an architectural firm, including the one where I work, depends on its ability to balance creative ambition with operational excellence. This balance ensures that everyone—employees, clients, and the firm itself—reaps the rewards of growth and stability. By collectively embracing these principles, we can create a future where both firms and employees thrive. Strengthening the connection between these elements paves the way for a more equitable, impactful, and profitable future in architecture. And the last thought I want to share before signing off is that, ultimately, the success of an architectural firm depends on its ability to balance creative ambition with operational excellence. Personally, I remain hopeful that these efforts will lead to better pay and greater recognition for all of us.
Be the ONE
