We were lucky to catch up with David Webber recently and have shared our conversation below.

David , looking forward to hearing all of your stories today. What were some of the most unexpected problems you’ve faced in your career and how did you resolve those issues?

There are many difficult and unexpected problems that come with business ownership, especially in a creative business. One of the biggest challenges is understanding what is important as business objectives for you as an owner. If there are multiple objectives, navigating through them can become even more complex.

The second challenge is acknowledging that others may not be wired the same way as you, which means they might not approach these objectives at the same level. Drawing out the insights and capabilities of your team can be exceedingly difficult.

In my case, my business objectives are multi-pronged and were so ingrained in me that it took me many years of introspection just to understand what I was trying to achieve. For example, it is easy to have a certain ‘style’ as an architect and follow a standard way of detailing things. Many, if not most, architects operate this way for many good reasons. However, my particular curse (or quality, depending on how you look at it) is that I want every project to be unique in how it solves its architectural challenges. I aim to create work that does more for the world than just cater to the client; I want it to inspire. Additionally, I desire that the projects be produced by staff I hire in a way that reflects the same thoughtfulness I would bring. Oh, and by the way, I want to grow the firm, make a lot of money, and garner recognition for what we do… simple, right?

What I never anticipated was that mastering any one of these objectives could be a career-long effort, let alone juggling multiple ones. It involves collaborating with people who want to be challenged and who share some of the same ambitions as I do. When I find those people, I have to inspire them to reach for more and coach them in developing the skills to achieve it.

There is much more behind this, but this is the short answer.

As always, we appreciate you sharing your insights and we’ve got a few more questions for you, but before we get to all of that can you take a minute to introduce yourself and give our readers some of your back background and context?

For those who may not have read about me before, I’m an architect and the founder of Webber + Studio, Inc Architects in Austin, Texas. We are a firm that many would define as boutique. Our mission is to take our client’s program, site, and vision and combine them with our four core values—Functionalism, Expressionism, Regionalism, and Minimalism—to create unique architectural outcomes that feel inevitable.

Because of the nature of our work, I take great pride in the fact that each project stands on its own as an excellent work and a reflection of the stakeholders involved in its creation. As a result, our portfolio is both diverse and cohesive, with a thread that connects each project.

Our focus on problem-solving extends beyond architecture, delving deep into interiors, landscape/hardscape, structural engineering, building science, and value engineering. By examining these components in relation to the fundamental architecture, we enrich the work, make it more interesting, and often reduce costs—all at the same time.

Did I mention that the process is both fun and engaging?

Can you tell us about a time you’ve had to pivot?

All the questions you’ve asked are good ones, but I would say that major pivots often serve as opportunities for personal and professional growth.

Throughout the 27-year history of our firm, we’ve had numerous wonderful clients and collaborators, but a few clients provided watershed moments in our development.

One client taught us that excuses are unacceptable. A contractor explained to our client that his subcontractor couldn’t complete some work because of personal issues. The client politely asked, “Why are you making your problems my problems?” That was an important reminder that, in the end, clients expect us to deliver results, and they often don’t care about our excuses for not doing so.

Another experience involved a client hiring a general contractor we recommended, despite our untested relationship. Unfortunately, he turned out to be a bully. This taught me the importance of standing up for yourself, which necessitates being certain about the rightness of your actions. If you have clarity on your beliefs, you must advocate for them; if you don’t, it’s essential to learn quickly, or you risk being rolled over in this or any industry.

I once hired a CEO to help run the business, which seemed a good idea in theory. However, the CEO focused on creating his vision, rather than building on the foundation of a firm that had been established for over 20 years. He caused significant unnecessary expenditure, which led to personal turmoil. This experience reiterated the importance of understanding who you are, what you want from your work, and ensuring your partners listen to and respect that.

Is there a particular goal or mission driving your creative journey?

Our mission is to maintain a consistent process that combines our clients’ programs, sites, and visions with our four core values—Functionalism, Expressionism, Regionalism, and Minimalism—to achieve unique architectural outcomes.

Our vision is to create a world where all architecture is both unique and inevitable.

These mission and vision statements guide our discussions and work

Contact Info:

• Website: https://www.webberstudio.com
• Instagram: webberstudio
• Facebook: https://www.facebook.com/WebberStudioArchitects
• Linkedin: https://www.linkedin.com/in/david-webber-582225/
• Twitter: not on twitter
• Youtube: Not on Youtube
• Yelp: Not on Yelp
• Soundcloud: Not on Soundcloud
• Other: —