PKA
TABLE OF CONTENTS who we are office structure location management clients marketing competition collaboration SWOT analysis budget simplified EFHR example fee structure request for funds resumes
WHO WE ARE... PKA is simply a small conglomeration of devoted architects. The select few working collaboratively in the firm are all strongly design oriented, keeping the integrity of the work in the highest regard. Our love of the design process stems from the realization that our architecture is a work of the society, of the PUBLIC MASS. Through intensive knowledge and experience of design, we desire to put quality above numbers, improving the human experience within the work and empowering the spirit. To us, sustainability is integral. The building needs to have staying power, where its identity and operation last through the years. In today’s society, a twenty-year-old building is outdated and useless, and it is simply replaced with a newer structure. Economically and environmentally, this way of thought is a crutch to the built environment. Truly good architectural design is the solution to the sustainability issue, and we intend to provide that with our FORWARD THINKING. We take a holistic approach to our work, treating the TECTONIC, PHENOMENAL, and ATMOSPHERIC qualities with equivalent importance. It is unique, blending light and material qualities to attempt to shape the social, spiritual, and political repercussions of the built work. Through our views and devotions, we can accurately ensure a very high quality of design. With precision as our mark, instead of speed, we will use architecture to improve the experience of the inhabitants as well as the surrounding environment.
OFFICE STRUCTURE The two principles (Phillips and Keane) emerged with 30 years combined experience from the same prestigious firm. That particular firm dissipated with the retirement of the head architect, and the decision was made collaboratively to begin a new, smaller office based on similar standards and views of architectural practice. The opportunity to utilize the previous experiences to create and ideal group was quickly seized, and PKA was formed. The two architectural staff and carefully hand-picked by the principles from an impressive list of potential employees. It was made sure that they held the same views about the importance aspects of architectural design, and the were CAREFULLY FILTERED based on a variable set of skills that would mesh well with the others in the office. It was important that each member of the firm has strength in different portions of the design process, allowing each to apply the best advice for the situation. With so few employees, the cooperation of each is vitally important to the firm, as every member will be fully involved in each project. Ideally, these two are some of the best in a younger generation of architects, allowing their EXPERTISE IN TECHNOLOGY and modern advances to filter upward, while our own learning through experience can filter downward. In the event of a future intern, he or she will be hired from an internationally open application process. We want the potential employee to be honestly interested in how we design, and for him or her to take the initiative to come to us, offering a skill in design as well as a desire to act as an apprentice. The relationship with the intern will be very close, allowing full integration into the work as any other employee with respect to the firm’s hierarchy.
LOCATION PKA’s BROOKLYN office is as strategically chosen as our employees. It is important to the dynamic of the firm that the office also reinforces our principles. The environment is that of a COLLABORATIVE STUDIO, with one open space and a set of five or six complete work stations, none of which give any real indication of the hierarchy within the firm. It is on the sixth floor on the north corner of the building, with two all glass walls to provide views of the Manhattan Bridge and plenty of natural light. It is also important that the building that we rent from has a forward thinking attitude similar to our own. This is how we came across the Green Desk company. The first and most beneficial of the space is that it is a part of a VARIABLE SIZE leasable office space. Each floor provides separate offices of many different sizes that creates a community of small businesses. This community breeds connection, and each business could help alleviate issues or expand networks of the other surrounding offices. Each floor has multiple common areas that can be used as break rooms for casual conversation, and rentable larger rooms for small parties or other events. The adjacent offices could also be bought in the even that the firm decides to expand. They are modules that can be added on piece by piece, which is a good solution for a company that predicts relatively slow growth. The location of the Green Desk building is also important. It is viewable from the Manhattan Bridge Overpass, and is in an UP-ANDCOMING NEIGHBORHOOD for businesses and the arts. We predict that the area will become a destination for those who are seeking the quality of work that we are providing. The neighborhood is also becoming affiliated with a green style of living, as is our office building. Utilities are minimized, bike stations and community cars are provided, and “green” materials and tactics are used throughout the office. These decisions will help add to our marketability as a firm who recognizes the plight of the environment.
MANAGEMENT PLAN The physical makeup and office layout of the firm are reflective of our management ideals. We realize that the firm is very small, starting at only four members, quickly moving to five within a year and then stabilizing. Therefore we need to take on the identity of a SMALL STUDIO-BASED FIRM, where we all know each other and work well with each other. Though there is a definite hierarchy to “position titles” within the firm, the consideration of ideas is widespread, and we trust in the intelligence and experience of our staff to make the correct decisions. Since the two principals have their names and reputations on the line, of course we get the final say, but we care just as much about he success of the firm and the continuation of our business as the other employees, and our respect for them will help us remain cohesive. In the short term, we hope to recruit one recently graduated intern to take under our wing. If the recruitment is successful and the relationship is symbiotic, then we hope to keep them in the firm and usher them through the licensing process. In the long term, we don’t desire to grow exponentially or even arithmetically. In order to stick to our core values, we would like to remain a small and COLLECTIVE UNIT, attempting to establish a firm base on which to stand in the first five years, and keeping a steady stream of work for the rest of our time. Essentially, we desire quick growth for stability and then evening out once we find our niche. Once to the desired size (likely no more than 12 members), there will be one human resources employee hired. The success of the firm does have a lot to do with our reputation, and at a certain point it would be wise to hire a professional to do this for us, so we can focus our efforts elsewhere. In the event that the firm grows to this point and we (as the two principles) are able to retire, we will simply pass on “ownership” of the firm to an employee who we believe is most capable of taking on the task. The name of the firm will likely remain unchanged, but there will new principles as in the distant future.
CLIENTS Having both been senior designers in the previous firm, we are lucky to have an extensive list of personal contacts that would allow for a steady inflow of clients. Those who had buildings designed by the previous firm know the quality of our work, and many of them will be in need of new work in the future. Since our work is LARGELY INSTITUTIONAL, the companies that were our clients, if satisfied, should remain loyal to our architecture. They may also act as a connection for new prospective clients who desire work of similar quality for their upcoming projects. We count on the satisfaction and success of the previous clients to speak for our work as well. With the help of word of mouth from POWERFUL RESOURCES (and possibly a few early design awards), we will be working with a devoted base of institutions and will readily accept projects from those new institutions who are excited about our work. With personality and connections, we will be able to get our foot in the door, and then the work will begin to represent us, ideally providing a flow of work that is steady enough that we may be able to chose projects that we are equally interested in. This will help improve the quality of the work as well as the desirability of our services. Industrial Clients in DUMBO... JW Masury & Son (paint) Robert Gair (boxes) EW Bliss (machinery) Brillo (steel wool)
MARKETING PLAN PKA’s marketing plan, at least in the initial stages of the growing firm, are going to be word of mouth. We have the client base, we have the connections, and with the retirement of our “starchitect” boss, we bring the CREDIBILITY and CONCEPTUAL PROWESS of the massive firm with us. Included in our understanding of the importance of connections is time spent out of the office, meeting with former clients and friends of former clients, and meeting new people in the area (small businesses and business owners in DUMBO that we can establish friendships with). The rest of the marketing of PKA will be through a very well designed website. The initial cost of a great web page will be more than worth it in the end. In this technological age, a firm can be summed up in seconds when they are “googled,” and we have every intention of our first impression being a good one. We stand by good design of all forms, and have the ability to let GRAPHIC QUALITY and good architectural photography be the voice of the firm. The benefits of our services are self evident - the high design standard that we set ourselves to in every regard. Though this may be stated in our mission, this quality of our firm should be understood. Our extensive portfolios should be enough to get us started, and then the work will speak for itself through photography (and hopefully some design awards). Our fee structure is standard for our likely experienced institutional clients. Probably the most beneficial for both parties would be a simple percentage of construction costs (ideally 15%). We realize that our firm is small and will have to put in a lot of man-hours to compete in the market at the scale of the work we are doing, but that is when customer loyalty can take us where “speed of design” may not.
COMPETITION Similar local firms... Caliper Studio 76 metropolitan avenue Brooklyn, NY, 11211
medium sized firm focused on the details and new means of sustainability...
Framework Architecture 152 Nelson Street Brooklyn, NY, 11231
smaller firm that does some institutional work, largely unbuilt, this is more similar to ours...
nARCHITECTS 68 Jay st. #317 Brooklyn, NY, 11201
larger institutionally based firm, might be competition for larger projects or in slower times
COLLABORATIONS Planetary One 33 Flatbrush Avenue Brooklyn, NY, 11217
specializes in a modern urbanism through technology...
Terreform One 33 Flatbrush Avenue 7th floor Brooklyn, NY, 11217
library of scientists devoted to the larger framework of green design...
[SWOT] ANALYSIS Strengths... experience, knowledge, connections, collaboration, agility, stubborn design philosophy Weaknesses... working speed, stubborn design philosophy Opportunities... possible expansion into graphic design, advancement of our ideals, collaboration with well known scientists and researchers Threats... economic downturn, disagreements, big business buy-outs
CONTINUATION OF OPPORTUNITIES... This particular area of Brooklyn is well known for its historic restoration. Though we don’t have much experience in this discipline, there is a huge opportunity to expand our abilities and our portfolio into historic RESTORATION, PRESERVATION, and ADAPTIVE REUSE. These are subjects that are coming up in conversation more and more as time advances. New York is beginning to grow, not upward or outward, but inward. There is beauty and use in the outdated buildings of Brooklyn and surrounding. Much of our direct competition in the area also dabble in such projects. Not only is the concept incredibly interesting and potentially noteworthy, but there is a good opportunity for recognition and profit. If we begin to do these projects well, on the smaller and more private scale, it will be easier for our name to move around the area. SMALL BUSINESS is the underground marketing strategy of our time. These owners and consumers band together in a kind of identity, and it would be extremely beneficial to get in the good graces of this group. In a large urban environment, and especially in and area like DUMBO, this could be the best way to keep the work coming in and keep the bills paid. The local area where our office is also allows us to perform simple services to surrounding businesses. Small, quick projects such as graphic design, furniture design, or interiors advice would help to spread the word about our new firm as well.
SIMPLIFIED BUDGET
LAST YEAR
THIS YEAR
5 YEARS
Total Revenue
500,000
580,000
750,000
Expenses Direct Labor Indirect Labor Benefits Overhead
180,000 160,000 59,400 63,850
205,000 175,000 67,650 70,600
250,000 190,000 83,300 61,700
463,250
518,250
585,000
42,487
46,987
80,000
36,750
61,750
N/A
Total Expenses
Profit
Desired (15% of break-even) Actual (revenue-expenses)
PROJECT SPECIFIC ESTIMATED FIRM HOURLY RATE (EFHR) = weighted average based upon estimated involvement of partners and staff, break-even rate and profit.
Partner Senior Design Interns
Pay Rate ($/hr)
% Project Involvement
Weighted Take-home
48 36 12
10 50 40
4.8 18 4.8
100
27.6
Total
x (Overhead+1) = 69.9 (break-even rate) Profit (break-even * 0.2) = 14.0 PROJECT SPECIFIC ESTIMATED FIRM HOURLY RATE (EFHR) = 83.9
EXAMPLE PROJECT-BASED FEE STRUCTURE Area of Project Cost of Construction (/sf) Total Cost (hard cost)
100,000 250 25,000,000
Proposed % of construction cost Lump Sum Fee
10 2,500,000
FEE STRUCTURE BY PHASE % Time
Fee
programming schematic design design development construction docs. construction admin
3 17 30 35 15
75,000 425,000 750,000 875,000 375,000
TOTAL
100
2,500,000
Phase
This will, of course, have to be split between all subcontractors and other collaborations
REQUEST FOR FUNDS...
BASIC START UP
COSTS
Office (first year) Tech. stations Software/license Other supplies
28,800 25,500 5,000 800
Salaries (not including principals - first year) Benefits
150,000 59,000
Business Insurance
7,000
Marketing
12,050
TOTAL
288,150
Safety Factor
1.5
REQUESTED
432,225
Preferably payable over 10 years at 7.8% interest
TYSON KEEN PHILLIPS 120 Vaughn Rd. Greer, SC 29651 (864)979-6482 [tyson7@vt.edu] EDUCATION
Virginia Tech School of Architecture and Design Bachelors of Architecture with Honors [2013] Minor of Sociology 4th year
HONORS 2012 Virginia Society AIA Competition [Blacksburg] Finalist [Top 10] of 260 students 2011 Virginia Society AIA Competition [Blacksburg] Top 20 of 260 3rd, 4th, 5th year and grad students Green Building/Daylighting Competition Top 15 of 100 3rd year students
Spring 2012 Spring 2011 Spring 2011
ADDITIONAL COURSEWORK
Rhinoceros and Grasshopper Workshop Watercolor in Architecture Workshop Group or Personal Case Studies Minneapolis, Cincinnati, Bryson City, Washington DC
Fall 2010 Spring 2010 2009 - 2011
WORK EXPERIENCE Waiter - California Dreaming Greenville, SC Counselor - Slater Summer Camp Slater, SC Referee - Carolina Elite Soccer Academy Greenville, SC STUDY ABROAD
Swiss Residency Center for European Studies and ARchitecture Riva San Vitale, Switzerland
SKILL SET Software: Rhinoceros with V-ray AutoCAD Grasshopper Adobe Creative Suite Revit Google SketchUp
Other: Hand drawing / drafting LaserCAM Metal / Wood Work Model Making CNC Routing
Summer 2011 Summer 2010 2008 - 2009
Fall 2011
THOMAS CUSACK KEANE 9 Burckmer Dr., Beaufort, SC 29907 (843)812-0812 [tkeane@vt.edu] EDUCATION
Virginia Tech School of Architecture and Design Bachelors of Architecture [2013] 4th year
HONORS Second Year Student Competition [Blacksburg] 1st Place Third Year Student Competition [Blacksburg] 3rd Place Harold Hill Memorial Award Lucy & Olivio Ferrari Annual Scholarship Ferrari Study Abroad Award
Spring 2010 Fall 2010 Spring 2010 Spring 2011 Spring 2011
WORK EXPERIENCE Server - The Palisades Restaurant Eggleston, VA Associate - West Elm McLean, VA Counselor - Beaufort Yacht & Sailing Club Camp Beaufort, SC STUDY ABROAD
Swiss Residency Center for European Studies and ARchitecture Riva San Vitale, Switzerland
SKILL SET Software: Rhinoceros with V-ray AutoCAD Grasshopper Adobe Creative Suite Revit Google SketchUp
Other: Hand drawing LaserCAM Metal / Wood Work Model Making CNC Routing 3D Printing
Summer 2012 Summer 2010 2006-2009
Fall 2011