The business of architecture is not separate from the design work. It decides which projects a practice can take, who it can hire, how it handles risk and whether the studio has enough room to do good work.
Hakan Agca’s story at Cross Works is useful because it gets into the real pressures behind a growing practice: cashflow, clients, uncertainty, technology, culture and the leap from doing the work to building the business.
Watch: Hakan Agca on the business of architecture
Hakan Agca explains the less polished side of architecture practice: risk, cashflow, growth, client relationships, technology and the choices behind building Cross Works.
Listen: Cross Works, risk and practice growth
The audio version gives the full conversation on architectural entrepreneurship, studio culture, technology, cashflow, hiring and growing a practice with intent.
What architects often underestimate
Starting or growing a practice means living with uncertainty. The design skill matters, but so does the ability to choose clients, price work properly, hire carefully and keep the studio focused when opportunities pull in different directions.
- Cashflow can shape decisions as much as design ambition.
- A strong network helps, but only if relationships are maintained.
- Growth brings management, hiring and culture questions.
- Technology and AI need a business reason, not just curiosity.
- A studio needs a clear position before scaling makes the confusion bigger.
Why studio culture is a business issue
Culture is not a nice extra once the numbers are sorted. It affects mentoring, quality, retention, speed of learning and how junior staff understand the work. A poor culture eventually becomes a commercial problem.
Common mistakes
- Treating business development as something separate from practice life.
- Hiring before the work, fees and management structure are ready.
- Chasing every opportunity instead of building a clear position.
- Using technology without knowing what problem it solves.
- Ignoring cashflow until it starts controlling the practice.
Architecture Social view
Stephen’s recruiter view is that the best studios are honest about the business model. Candidates feel it too. A practice that understands its work, clients and growth path is easier to trust than one running on constant reaction.
Check the business behind the design ambition
If you are building, joining or leading a practice, test whether the business reality supports the work.
- What kind of work does the studio really want?
- Which clients and fees make that work sustainable?
- What would growth put under pressure first?
- Which technology improves the business rather than adding noise?
Next step
Watch or listen to Hakan Agca, then use the questions above to think more clearly about practice growth, leadership and the business of architecture.
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