Evolution of an Enterprise, Chapter 11: In their own Words

Michael and I would first like to thank everyone who participated in Chapter 10 of the series (“Burning Questions” in the March 19 issue) following our business, and we appreciate the feedback that each of the experts provided. This is a daily learning experience for us, and we welcome any input and criticism.

The concept for theworkshop 308 started during architecture school but was never considered a realistic option at the time due to the requirements to work, learn and gain experience under another architect’s name. The chances of it actually becoming a reality were slim due to individual goals at graduation and the direction life took us thereafter; Michael to South Carolina, myself to Chicago.

Well, the time has come. The dream is becoming reality and now all the responsibility and decision-making is on our shoulders. It’s a great and challenging thing, which is how we wanted it. And with that responsibility came all the questions: What do we call ourselves? What is our niche? What’s our market? Where do we set up shop? Do we need a loan, or can we pull the capital together on our own? What about a business plan? Is a formal business plan necessary at this time if we aren’t seeking a loan? What kind of company do we set up? These are just a few of our hundreds of questions.

Two phases

We decided against a loan, and gathered $20,000 of our own money and dropped it off at the bank knowing that would be enough to get us started. We knew what we wanted to do and decided to formulate a plan catered to our company. Any lack of a plan would reflect a lack of seriousness in our intentions to be successful businessmen. We’ve learned our business has to be flexible in order to sustain and evolve, as does our business plan.

We aren’t taking a typical approach to establishing our business; it’s a straight forward, two-phase plan. Phase 1: pre-architectural licensure; Phase 2: post-architectural licensure. We are in Phase 1, which comprises networking, organizing, marketing, branding, licensure examinations, and making a presence in this region. As we transition into Phase 2 this summer and fall, we will find ourselves organized and carefully poised to work with our bank and investors who understand our plan and vision. Taking out a loan is not part of this first phase. Yes, we’re in the season of humble beginnings, but to date we find ourselves working within our planned operating budget which supports our overhead, payroll and inventories.

Our approach to marketing and our identity branding are not traditional, either. Michael and I see it in three levels: 1) small scale – our furniture and installation pieces; 2) the residential market; and 3) commercial work, which will coincide with Phase 2 of our business plan. Maybe it’s our generation, maybe we like having options, probably both, but we’re marketing theworkshop 308 as a multidisciplinary studio of architectural and furniture design. It reflects our flexibility of services and broadens our marketing demographic. It’s a broad demographic, but we believe this strategy will help establish relationships early and coincide with the growth we anticipate in the next three to five years. What we are doing might be new for this region, but it isn’t anything new for our industry. We model ourselves after masters such as Mies van der Rohe, Alvar Aalto, Charles Eames, the Bauhaus art school and, more commonly, Frank Lloyd Wright, who all designed buildings and furniture, among other things.

Three markets

Michael and I see our flexibility with three market areas as a perpetual one. For example, the first market level has the demographics of someone not being able to immediately afford to build a low-impact home, but an original and innovative low-impact piece of furniture is tangible. Our goal with that demographic is to start a dialogue early so when the time comes, we will already have an established working relationship. They will understand our agenda, ideals and design ethics. Who knows? A 24-year-old shopper who buys a coffee table from Staxx might be the one who challenges the development of our community in seven years and builds a $10 million Leadership in Energy and Environmental Design-certified building.

Understanding the strength of the market in our region is key. Surprisingly, there’s more interest and market than we first thought, as we get walk-ins, e-mails and phone calls daily. But we aren’t limiting ourselves to just this area. Michael and I understand the importance of branching out and collaborating with other like-minded companies. We’re currently in contact with businesses in the Kansas City, St. Louis and Chicago areas, where markets are even stronger for our ideas.

What Michael and I do is our passion, it’s what we believe in, it’s what we’ve been called to do. We feel this area needs more people to challenge conventions, agendas and bring critical thought as to how our community continues to evolve, both architecturally and socially.

Best advice

If there is any bit of advice that resonates most with us, it’s from Mr. Kenny Ross on Question 10. Michael and I were fortunate to start our relationship early and at a very trying and personal self-discovery time in architecture school. The trials we’ve been through thus far have only strengthened us and prepared us for what lies ahead. Our goals for theworkshop 308, our goals as individuals, our commitment to those goals, respect for each other and our faith in each other is where we find a great deal of strength.

We’ve seen some trying times in the 11 weeks we’ve been operating, but we both agree there’s no one else we’d rather be in it with.

Jason Mitchell co-owns theworkshop 308 with Michael Mardis. Mitchell can be reached at jmitchell@theworkshop308.com.