Time. It’s the one resource we can’t make more of, and for architects, it seems to slip away faster than construction deadlines. Yet, the most successful firms somehow find time for marketing while others struggle to keep their heads above water.

The problem I’ve been seeing increasingly among architects and designers is a dangerous cycle: they’re too busy with current projects to focus on marketing, but without consistent marketing, they face feast-or-famine cycles that make sustainable growth impossible. This creates a perpetual state of reactive scrambling rather than proactive planning.

This is 100% preventable.

Take my client “Sarah”—name changed for confidentiality. A talented architect with 15 years of experience, Sarah ran a successful small firm specializing in sustainable commercial spaces. Despite her expertise, she found herself working longer hours each year just to maintain her client base. Marketing always fell to the bottom of her to-do list, pushed aside by project deadlines and client meetings.

Sarah knew she needed to market her firm more effectively, but between managing projects, meeting clients, and overseeing her team, marketing felt like an impossible luxury. Things reached a critical point when several major projects wrapped up simultaneously, leaving her pipeline nearly empty. The feast-or-famine cycle she’d been fighting for years finally caught up with her, affecting her sleep, creativity, and focus.

As a marketing strategist specializing in helping architects and designers grow their firms, I see this all the time. The irony? Those who claim they don’t have time for marketing often spend more time worrying about finding new clients than they would implementing a strategic marketing plan.

Working with Sarah, we discovered that her “lack of time” wasn’t really about time—it was about not having a clear, efficient marketing strategy tailored to her firm’s unique strengths. Together, we developed a streamlined approach that leveraged her natural abilities and industry expertise, requiring just a few focused hours each month rather than the overwhelming commitment she’d imagined.

What Other Architects Have to Say About Making Time for Marketing

Realizing how common this is, I reached out to my network to see if others had experienced similar scenarios.

I asked Jacob Wimsatt, RA, Principal Architect of CW Architects:

What made you realize that ‘not having time’ for marketing wasn’t the real issue?

This is what Jacob said:

As my focus shifted toward managing projects and production, I realized marketing—often overlooked by architects—needed just as much attention. Many architects have little experience in marketing and aren’t typically trained as business owners, which makes this area feel unfamiliar. Rather than letting it fall by the wayside, I chose to delegate marketing just as I had with production.

Wanting to explore potential challenges further, I asked Kent Gordon England, an accomplished design professional, dedicated preservationist, and passionate environmental steward:

What challenges do you think architects face in getting started?

Marketing is a two-sided challenge for most architects. People have a hard time talking about themselves and think marketing is boastful and egotistical. Done poorly, it is. But if you focus on the clients, their needs, and how you’re going to bring change—paired with your values and who you are—it changes the whole ball game.

This emphasis on client-focused marketing makes a marked difference in a firm’s success. But how does that translate into tangible results? I asked Jacob:

How has investing time in marketing actually benefited your firm?

This is what Jacob said:

Our marketing efforts have made us better architects while making us busier. Our strategy blends education and design, positioning us as experts while letting our work speak for itself. By integrating blog writing, data analytics, and production team collaboration, we not only communicate our value effectively but also refine our design process. Many ideas explored in our content influence our architectural concepts, creating a cycle of continuous improvement.

Whether or not clients choose to work with us, our goal is to provide education and value—helping them make informed decisions and elevating the architectural conversation as a whole.

Designers might wonder, “Where do I even start?” As Jacob mentioned, uncertainty looms large around marketing. So, I asked Kent:

What do you think architects need to focus on as they get started with marketing?

Kent advised:

Take the time to define who you are and what you stand for. When you do it properly, you realize things you’ve never thought about: What are my core principles? What are my values? What will I never budge on? Really understanding this allows you to talk about your firm in a way that doesn’t feel uncomfortable. Bring those principles to the table—not just in your work, but in your marketing materials. That’s how you create a work ethic and culture that can’t be bought.

Further emphasizing what can be achieved, he continues:

Bring those to the table and not only live them—put them on your marketing materials. This isn’t just how you get better marketing, it is how you create a work ethic and a culture that can’t be bought.

To get right to the bottom line, I asked Jacob one final question:

What would you tell other architects who say they’re too busy for marketing?

Jacob was clear:

If you’re not prioritizing marketing, you’re missing one of the most crucial aspects of your business. Yes, marketing brings in more work—but more importantly, it attracts better projects: the kind you’re proud of and get paid well for. The traditional architecture business model is flawed. Firms spend countless hours responding to RFQs, competing to ‘win’ projects, all without compensation before a contract is signed. It’s one of the worst business models out there.

If you find yourself constantly choosing between meaningful work and getting paid what you deserve, it’s time to rethink your marketing strategy. A strong marketing approach positions you to attract the right clients—ones who value your expertise, respect your time, and are willing to invest in quality design.

This isn’t just about having more projects—it’s about having the right projects.

The Questions Every Architect Should Ask Themselves

If this resonates with you, here are three powerful questions to reflect on your marketing approach:

1. How much time are you actually spending worrying about getting new projects versus taking strategic action to attract them?

It’s important because worrying time is wasted time. Those hours spent stressing about your next project could be invested in making it happen. 

It’s like tracking a storm on the radar for hours instead of grabbing an umbrella and getting on with your day. At some point, you’ve got to stop obsessing and start doing.

2. What would change in your practice if marketing felt as natural as design, rather than an overwhelming additional task?

It’s important because when marketing feels forced, you’ll always find reasons to put it off, resulting in procrastination and missed opportunities. 

It’s like when email first became a thing—everyone complained it was more trouble than picking up the phone, until suddenly they couldn’t imagine life without it.

3. How might your firm’s future look different if you had a marketing strategy as carefully crafted as your architectural plans?

It’s important because without a plan, the hidden costs of “no time for marketing” will eat away at your success.It’s like meal prepping versus ordering takeout every night. Takeout seems easier in the moment, but by Friday you’ve spent more time and money than if you’d planned ahead on Sunday.

These questions aren’t just theoretical—they’re invitations to reimagine what’s possible for your firm. Marketing isn’t separate from your architectural practice—it’s an essential part of it, just like design development or construction documentation. When approached strategically, it becomes a natural extension of your expertise rather than an overwhelming task.

To dive deeper into these questions and discover practical solutions tailored to smaller architecture and design firms, take the next step and join my email list. Once you’re on the list, you can reply to any email I ever send you and ask me anything about overcoming marketing challenges and transforming your firm’s visibility.

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