Studio Structure.

To begin with we started as a flat structure as there were only three employees. As we grew, the initial three employees became Directors leading into an entrepreneurial structure where there is a core team of decision makers (Directors), and small number of trusted colleagues (Architects) surrounded by general employees with little decision making (Architectural Assistants).  Additionally, as admin tasks increased we appointed an Office Manager to oversee the administrative running of the practice.  

 

Location & Target Audience.

Whilst originally operating from the home studio, our location was slightly isolated, limiting face to face client interaction. Therefore with our successful projects our priority investment was to relocate to a more professional environment that would operate effectively without excessive costs. With improved accessibility we were able to target a wider network of clientele. Our new target audience include developers, local authorities and frameworks.

 

Marketing.

Along with our expanded target audience, we also decided to increase our marketing budget by creating a new website (inspired by market research), establishing a consistent brand identity, updating social media presence, and networking events (RIBA CPDs and University Events).   

 

Project Portfolio & Skills. 

Arunima, Tom and Matt brought a varied skill set to the firm (conservation, sustainability and health & safety) thus allowing them to accept ambitious projects. With the increasing pressure of incorporating BIM within the design process, studio.SPACE set out to employ a BIM Manager who would train and ensure BIM success.

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Studio.SPACE focused on the education and residential sectors, with the aim to establish a reputable image within the south of England. Initially with started with smaller scale projects within the sector, gradually expanding to wider masterplan schemes, an example of this is our Maidenhead scheme.

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Business Plan.

From outset we established a core business strategy, allowing us to manage a balance between profitable projects (fee paying) and speculative work (investment for the business). 

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In order to balance our cash inflow and outflow with resourcing we operate by dividing our projects into three percentages.

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• Project breaking even (25%)

• Project making profit (50%)

• Speculative work (25%)

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