In general, I feel that most people have glamorized any profession in the Wedding Industry. Almost all wedding vendors are, at the root, small business entrepreneurs. We are running businesses with all the same obstacles and duties that any other entrepreneurial profession would face. There is a creative aspect to our industry but it is not all glitz and glam. As of 2022, the wedding industry is a $57.9 billion industry. We are not out here playing “Dream Barbie Wedding”. Owning a venue on the surface looks simple enough – find a building, install some chandeliers, and watch the clients roll in. But obviously there is much more involved in the process. I feel like many overlook the foundation of what makes any venue or wedding vendor successful – the same business basics that cause any entrepreneur to rise to success.

https://www.zippia.com/advice/wedding-industry-statistics/#:~:text=The%20American%20wedding%20industry%20is,of%20over%2062%25%20since%202020.

After 10+years of day-dreaming of opening a wedding and special event venue, I finally found the ideal building and opened BRIK Venue in early 2016. A few years later I opened a sister venue, The Ostreum, in 2019. My career before opening the venues was a back-and-forth between coaching all levels of women’s basketball and a variety of jobs in the wedding industry. I found my way to Fort Worth for a coaching job and fell in love with the city. It didn’t take me long to realize that Fort Worth was the ideal spot for my first venture. Soon after, I was approached to partner on a second venue. Today, both venues have survived Covid and are flourishing. Additionally, I am offering consulting services to those looking to start their own wedding venue.

Both of my venues are refurbished warehouse spaces that can accommodate weddings, receptions, galas, fundraisers, and a variety of other events. Our open vendor policy is a popular inclusion which allows clients the opportunity to select their own vendors without the limitation of using strictly in-house vendors. Overall, our inclusions are unmatched. Without a doubt, our most prominent venue feature are the dressing suites. These large, beautiful rooms offer luxury and comfort. With the most helpful and efficient staff, we are at our client’s beck-and-call so everything runs smoothly and beautifully.

You won’t find other venues like BRIK and The Ostreum. Some come close – after all the basics of all venues are the same. Every venue has a ceremony and reception area, tables and chairs, and fancy chandeliers. But it is the extreme attention to detail and the one-of-a-kind amenities that set these venues a step above. All that have experienced what these venues and our team has to offer, know that our service is unparalleled in our market.

Growing your client based is different in the wedding industry compared to others due to the face that it is rare to have repeat clients. Of course we utilize several marketing outlets to promote the venues. Universally, marketing and advertising budgets are too small. We exercise all that are available – magazines, blogs, print, social media, etc. Even if an ad does not convert to a sale, the touch point is important. Venues are typically one of the first purchasing decisions that engaged couples make when planning their wedding, so getting in front of these couples early is essential. One marketing strategy that I feel is underutilized, though it still carries the most weight with potential clients, is word of mouth. Generating an experience that is worth talking about is a challenge, but we integrate several unique moments for our clients. After a couple has booked the venue, we send a variety of small gifts between the booking date and event day. These small touch points set us apart from our competition as most venues have little interaction with their clients between booking and event day. Additionally, we host a monthly “open venue” night to allow for clients to come back into the space. Each year we host an Award Gala entitled BRIK BASH. This is a night hosted at the venue that celebrates our couples and vendors over the last year. The winner of BRIK Wedding of the Year receives as all-expense paid second honeymoon! There are also several smaller touches throughout their venue experience that clients have access to – stocked drinks and snacks in the dressing suites, date night experiences each quarter, venue concierge, and more!

Any experience we can create that ensures our clients know they are special will be talked about with their peers. A lead from a previous client has a much higher booking rate that those that find us through a google ad. We want to get our brides talking and the best way to do that is to show them unparalleled service and (yet again) experiences. This “social collateral” not only gives our client something to brag about, but sets our venue apart from the crowd.

When I first started my entrepreneurial journey, I had no idea how difficult it actually was to be someone’s boss. Without a doubt, managing employees is the hardest part of my job. I have a phenomenal team, but it is still a challenge. It is widely encouraged to not be “friends” with your employees. I disagree with this completely. There is a way to be respected but also friendly and approachable with your employees. The best way to accomplish that type of relationship is to get to know your employees on a personal level – learn about their families, life goals, and favorite things. Having an understanding of what is most important to them in their everyday lives allow you to show compassion when it is needed. Showing an interest builds trust, and most importantly, respect. Having the title of “boss” does not automatically produce respect from your team. Secondly, I learn about their strengths and weaknesses and adjust their job duties around those attributes. Each team member is different and works best with a different set of parameters. With the knowledge, I adapt their jobs and ultimately we are all more effective. Once respect is given, it is essential to return that respect. I acknowledge and praise my team for all the wins – big and small, I ask for their input when it comes to important business decisions, and I listen to their grievances. Communicating the ins and outs of the business, especially during difficult times is essential to building commitment as well. When I show vulnerability and honesty to my employees concerning business issues, they open up with brilliant ideas and encouragement. This re-establishes their trust in my leadership and gives them a voice in the future of the company.