Robert Ervin: Five Things You Need To Create A Highly Successful Career As An Architect

Dare to be bold — Most people are risk averse. Don’t be. That’s a terrible way to exist. Take risks. Put your neck out there. It’s too easy to build static, boring buildings that represent trends. Don’t do that. Dare to be different. It’s our duty as designers to create architecture that engages, uplifts, and energizes the communities in which the built environment serves. Remember that.

As a part of my series about the ‘Five Things You Need To Know To Create A Highly Successful Career As An Architect,’ I had the pleasure of interviewing Robert Ervin.

Robert Ervin, AIA, LEED BD+C, NCARB is the founder and principal architect of Ervin Architecture, a visionary architecture and interior design practice with offices in Maine and Florida. A native of Bangor, Maine, Robert established Ervin Architecture in his hometown in 2012, adding an office in Tampa Bay in 2016 and an office in Portland, Maine in 2020. Motivated by a relentless drive to bring his client’s dreams to life, Robert’s leadership style embraces a hands-on methodology that draws from a multi-disciplinary skill set, maximizing value for Ervin Architecture’s robust client portfolio.

Thank you so much for doing this with us! Can you tell us the “backstory” about what brought you to this particular career path?

In hindsight, it really was a path of destiny, and the path continues to take exciting twists and turns as the future becomes present. The telling circumstances and situations that presented themselves at an early age involved my propensity for problem solving and my love of art and construction. Even though there was some emphasis early on that I should become a doctor, I supplemented with drawing, painting, and building throughout my career. I drew almost constantly as a young child while simultaneously strapping on a tool belt to build neighborhood clubhouses for my friends. It was during this time that I found a love of theater and starred in several regional performances. This evolved into official art classes and summer jobs working construction. During this time, I built an electric car (long before Tesla arrived on the scene) and raced it throughout the State of Maine. Eventually this led to me becoming an award-winning photographer and fine artist while working on some of the largest construction projects in the history of Maine. Despite proven aptitude in the sciences throughout my first years in college, it was during my junior year that I dropped my pursuit of becoming a doctor to search for a more creative endeavor that was more intellectually fluid. In hindsight, it was at this time that my new love of physics and my established passions in the arts and construction pushed me, albeit in a bit serendipitous manner, toward becoming an architect. It was in this twist of fate, and support from my parents, that I found myself studying architecture in Florence, Italy my junior year. This experience would prove to define my career path while simultaneously applying force to the already established inertia of my life. The subsequent decisions of studying at Harvard and Rensselaer, working in Denver and Boston as an aspiring architect, and eventually opening Ervin Architecture in 2012 were just dominoes falling in sequence leading me to this moment.

Can you share with our readers the most interesting or amusing story that occurred to you in your career so far? Can you share the lesson or take away, you took out of that story?

While at an interview for my first big project, I toured an existing medical building. At some point along the way, I was up in an attic reviewing existing conditions. The floor was covered in probably four feet of pink panther insulation and I couldn’t see where I was going — I stepped right off the catwalk and crashed through the ceiling of the offices below. According to those present, it was the funniest thing that some folks had ever seen in their entire life. The secretary that witnessed it first hand said “It was like watching a cartoon but in real life.” Needless to say, I got the job. Only one year in business and I landed this $4 million medical office renovation project that had a timeline of six months. Right out of the gate I established I was the team to beat in the Bangor area. The project was a huge success and it set Ervin Architecture up to compete with other more established firms. We subsequently started doing other medical office work, as well as institutional work at local universities. These were important opportunities, as they were immensely challenging at the time and forced me into an intense management role that I was not accustomed to. Very early on I was cutting my teeth and crashing through ceilings on my way to great success.

Do you have a favorite “life lesson quote”? Can you share a story or example of how that was relevant to you in your life?

“Life Begins At The Edge of Your Comfort Zone” — Neale Donald Walsch

This was a quote that my father introduced to me years ago, and it stuck with me as a mantra of life. It was the perfect summary of the way I had already been living my life, but it gave me reassurance in its prose that it was ok to simply be me. When you are a workaholic motivated to such an extreme that you might seem insane to those watching idly from afar, quotes like this are helpful as they establish that you aren’t alone. Too often I was hearing “You need to find balance,” or “Slow down, Rome wasn’t built in a day,” or “You need to stop and smell the roses,” and I was beginning to question whether the way I am naturally wired was unhealthy. That quote showed me that truly being alive comes with challenging oneself, and I was doing just that. I also think this is the way I choose to design. I am always pushing Ervin Architecture’s design into uncharted waters, so far offshore that we risk capsizing. Safe has always been boring to me, and when you live on the edge in that zone of heightened risk, you are on the prow of the ship busting through obstacles and pushing into the uncharted waters of opportunity. That is where you start to feel alive.

Are you working on any exciting new projects now? How do you think that will help people?

We have been operating mostly in regions of the United States that are in need of great creative architecture. We’ve really taken it upon ourselves to “dare to be bold” in an effort to raise awareness of design’s role as a strong element in a community’s identity, and to not be afraid to bring dazzling design to areas a bit off the beaten trail. The architecture community of Maine is a bit stale, with most architects producing buildings that are safe and won’t stand the test of time. The restaurant scene in Maine has some very talented interior designers but most of the architects out there are just rehashing trends and copying each other. The projects in the awards programs here are all very similar as if they have been designed by a single company, not twelve. We understand that it is our utmost responsibility to add original designs to the tapestry of Maine’s built environment to give the people something they can be proud of and identify with.

At Ervin Architecture, we design in assembly occupancy spheres, so our work naturally has a significant impact on the population at large. This is due to the volume of people that experience our work; with great power comes great responsibility, to quote the late Stan Lee. Though this can be a challenge, that’s a fun inevitable exposure for our efforts. It’s like being a playwright and having a guarantee that your play will be sold out for its entire run. The phrase “high profile” comes to mind. The greater the profile, the greater the opportunity to make an impact on society, human consciousness, and regional economics. We really enjoy that responsibility and revel in it.

Recent examples of some of our projects include Kanú (a three-story facility with a first-floor restaurant, second-floor nightclub, and third-floor rooftop lounge) and The Trust Room (a historic restoration project with an opulent repurposed atmosphere), where most of the community has at one time or another visited. In conjunction with these two buildings, we are currently underway on a large-scale community development. The previously mentioned projects, The Trust Room and Kanú, are part of a four-building block in Old Town, Maine. The two remaining buildings are presently being converted into a 1000-person capacity theater that will draw top caliber acts from Boston and New York using the owner’s direct connections to the music scene. It’s yet another highly customized adaptive reuse project that has significant design upside, societal and economic impact, and closes out a four-building effort that will forever redefine the downtown of the once bustling lumber era community.

What do you think makes your company stand out? Can you share a story?

Up until recently, what made our company stand out was our hands-on approach to construction, combined with our unique design style. From its very inception, Ervin Architecture distinguished itself as a design firm that gives its clients everything they wanted under one roof: bold, impactful design custom tailored to meet our client’s individual needs. We accomplished this by our careful attention to detail, thoughtful leadership, and a keen interest in listening to our clients. We were able to build those principles into a business model that has led to projects that have brought us great acclaim.

Now, our company stands out because of our work. For example, the Maine Savings Amphitheater is the largest assembly occupancy structure north of Boston and the largest building in Maine. The venue sees a show day assembly of people in excess of 16,000 people from Halifax to Montreal, and Boston to Bangor. Annually, the venue sees in excess of 300,000 fans, and contributes nearly $30 million into the regional economy. It is one of the most significant buildings ever produced in the history of the state of Maine. It is an economic force for the region, and being a part of that scale of project has been a dream come true. It has put us in a position to offer an entire cross section of society a life-changing musical experience when they attend as fans, and it has single-handedly helped the regional economy in profound ways. It has literally kept businesses alive, and allowed others to open. It has become the life-blood of the region and has done a lot of good in the community at large. The success of that project is pushing into the realm of competing with national caliber design firms doing the same type of projects, and that is a new challenge for all of us.

None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story about that?

There were some key people along the way for sure. John Gordon, AIA was an early mentor and has become a lifelong friend. When I was 21, I offered to work for free if he hired me. He took a real interest in me, hired me, and paid me eight dollars an hour, and eventually gave me a raise to ten dollars. During that time, he gave me a lot of responsibility in measuring houses by hand, drafting them, and helping to design them. When I left to go to school to get my M.Arch (Masters in Architecture), I had a very good working understanding of the field of architecture. When I returned to Bangor after working for some of the largest firms in Boston and Denver, he allowed me to tag along to construction meetings toward the end of my AXP (At the time, known as IDP, Intern Development Program) period when I was collecting hours so I could sit for my registration exams. I’ll always appreciate his natural tendency to support me and give me a chance to succeed.

As I look back, I also owe a lot to my parents. I have been very fortunate to have them in my corner. Not only did they pay for portions of my education, they have also been an invaluable sounding-board along my career. They are some of the only people that can “rein in my mind” when it starts to gallop. With great creativity brings an ability to think so divergently that it can be ultimately counterproductive. They graciously help me in letting things play out in my mind, then help me regain logical perceptions on complex situations. I derive great enjoyment showing them my projects and experiencing them together for the first time. There is nothing better.

I would be remiss if I didn’t acknowledge at least one of my clients. Alex Gray, of Old Town, Maine, put tremendous faith in my abilities nearly seven years ago and we’ve been designing and building some of the most consequential projects in the state of Maine and the surrounding area ever since. His projects are usually high pressure, fast-paced projects, heavily focused on design and extreme customization. These experiences have allowed my company to grow in ways that I did not deem to be possible in the State of Maine. The best architects of our time always have at least one great client behind the scenes feeding work, usually at the beginning of what leads to an illustrious career. For Ervin Architecture, Alex Gray and his companies Waterfront Concerts and DBG, LLC have been that client.

You are a successful business leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?

Willpower. Unwavering determination will be your greatest asset in becoming successful. You know the mantra: “No Excuses.” Subscribing to an ultimate goal and reaching it at all costs is what I am talking about here. I get discouraged like everybody else, but I never, ever, give up. That stable, relentless, and resilient determination becomes a north star to my existence. Yoda once said “Do or do not, there is no try.” Nike took it one step further. “Just do it.” When I was a young aspiring architect I met James Bradburn who designed the Denver Airport. I asked him “How did you do all that you have done in one lifetime; building an enormously successful design firm with locations in Denver and Washington, D.C.?” His reply? In a kind of taunting way he said, “Just do it.” The way he spoke, he implied that success is so very simple. I tend to agree. If you have the willpower, the outcome is inevitable. Obviously you have to be realistic. I’m not going to win a boxing match with Mike Tyson. But I do know that my design firm will achieve the status that James Bradburn did. Once you set your head on the end result, the path to get there unfolds naturally. The trick is to never wander off that path. One of the greatest compliments I’ve ever received was “Tell Rob to break down a wall with no tools, nor his hands or feet, and he’ll use his head.”

Discipline. That is, through a strict adherence to structure, make every single day a productive one. If you have regret for not being productive enough at the end of a given day, you just might have the inner workings of success on your own terms. Be disciplined in structuring your days so that you can be optimally successful. That might mean waking up early, exercising, and getting to the office by 7 a.m. That might mean building productivity structures that force you to meet your deadlines. Whatever that is, build a structure into your day that optimizes your productivity. Too many parties, silly social gatherings, trips, concerts and idle conversations I have missed. But at the end of the day do I have any regrets? No. Ervin Architecture just opened the largest music venue north of Boston. Boom. And we are just getting started.

Resiliency. You are going to have setbacks. You are going to be met with unforeseen problems. You are going to get blamed unjustly for things. You are going to lose clients. You are going to lose opportunities to photograph your hard work. You are going to lose design awards programs. All of those have happened to Ervin Architecture. However, the important part of all of this is to persevere. Tomorrow is a new day, and those that can adapt to adversity, maintain composure and determination, will forever be successful. There are a few other key traits mixed in there, including patience and hard work.

Ok. Thank you for all that. Let’s now jump to the main core of our interview. Can you share 3 things that most excite you about architecture and the Real Estate industry in general? If you can please share a story or example.

Great Design is Valued Across All Project Types — I think the single greatest thing is that even the most modest budget projects these days understand the value of design. That’s super encouraging. When we first started out, we found ourselves having to sell the value of great aesthetics, and signature design elements were always perceived to be “extra” and the first to be threatened by that red pen. Now, largely due to social media, great design is valued, and even prioritized.

A variety of building types factor into this. For example, our residential projects seem to be, now more than ever, a competition among peers that are more knowledgeable about design. Our restaurant projects understand that online marketing is the essential driver of a free-market capitalism advantage, and if your space doesn’t photograph well, you are going to be in trouble. Additionally, if the experience isn’t a mesmerizing tour de force, you are going to be relegated to a second tier restaurant which isn’t OK for the clients we work with. Our business clients understand that their offices have to be comfortable, well designed, and a formidable draw for the “work from home” crowd. For large scale assembly occupancy environments, a potent mix of VIP zones, corporate suites, and luxury clubs are required to create an emphasis on experiences that are edgy and brandable. This is a super exciting trend for our company and allows us to do what we do best on a daily basis.

Video Conferencing — In seemingly contradictory fashion, I love that people are now taking advantage of online meeting technology. That doesn’t mean I like people to work from home, rather I like that the industry has moved to this form of conversation and sharing instead of always having to travel to be in a room together. That has allowed us to be more efficient and have conversations in real time and on the fly instead of waiting for an in-person meeting that slows progress.

In full disclosure, when I started Ervin Architecture, we were a virtual firm. It was a sole proprietorship, but I had a group of very talented people from my schooling and contacts that I made from my previous companies all waiting in the wings. My interior designer, for example, Michelle, lived in Malibu. The minute a client realized they would never meet some of my team in person, or very infrequently, they balked at the idea. So I had to retool my company to more of a “bodies in the office” approach. Since the pandemic, the industry has finally shifted to using video conferencing as a primary way to coordinate and communicate. This has been a watershed moment for EA because we no longer have to be everywhere at the same time. This shift has allowed us to take on more work, but still coordinate projects at a highly productive level, perhaps even more so. Clients, contractors, and consultants that embrace the concept that Ervin Architecture is on the move and might be in Tampa, Florida or Portland, Maine one minute, and Gales Point, Belize the next. They are not concerned about our geographic location as long as we are virtually available, and those are the kinds of people we want to work with. Over ten years later, our virtual firm idea has not only been accepted by the industry, but has become one of the standard methods of communication.

The Rise of AI — And finally, and not surprisingly, is the use of Artificial Intelligence (AI) in our field. I think first and foremost, anyone who thinks their industry is safe from robotic supplementation isn’t thinking clearly. Every single industry stands to be influenced by AI. We are already seeing a significant drop in prices for computer-generated renderings. We are also able to cut back video editing and photo editing fees with our photographers because AI programs are able to automate those tasks for us. We are also able to do cursory research quickly on the fly to generate basic understandings of code-related concepts, that would take days to fully vet, now only take a few hours. (Although they are often not completely accurate and we have to proceed with caution.) We are also seeing robots entering the construction field where our parametric designs from Revit are being produced using robotic construction technology. I believe in the next ten years there will be the frame of a steel building that is erected entirely by robots. Maybe even sooner. I do think that using 3D scanning like Matterport, fed into an AI design generator with design variables, will produce a design solution. I think over time, a computer will be able to produce the most efficient solution. The only thing left will be the art of the space and for the time being, if you are a firm that produces unique designs as we do, we will be safe. These tools are going to be powerful and force adaptation, but at the end of the day, they will need human operators, just not as many.

Can you share 3 things that most concern you about the industry? If you had the ability to implement 3 ways to reform or improve the industry, what would you suggest? Please share stories or examples if possible.

There is a pervasive and serious lack of accountability in the field of construction. Coupled with that are lackluster performances filled with mistakes. That’s the industry now. People seem distracted. They seem inclined to do less. They blame more and they don’t hold themselves accountable. They simply do not care as they should. So if you are somebody that does care, you are presented with a dilemma and I’m glad to be able to touch on this here today.

1.) Focus on your job — You are an architect, not an engineer or a contractor. So, don’t do their job for them. Simple as that. At the end of the day, you are not an engineer or a contractor (though you may have natural talents in these areas). Due to our experience and abilities in these areas, over the past few years we found ourselves, with increasing frequency, playing engineer and playing contractor. Considerable time outside of our duties as an architecture firm was consumed, and EA should have long separated ourselves from these realms and let people in these other disciplines succeed or fail on their own terms instead of trying to carry them. It has been said that leadership is “pulling those who don’t want to move to a position where they ought to be.” However, do not do this as an additional burden on yourself, as it will affect your primary responsibilities. So let me be very clear: stop trying to carry people in these other disciplines and focus solely on producing amazing designs.

2.) You might have to do it yourself — Additionally, due to these shifts in mindset (and I don’t think the construction industry is alone) I think that great leadership is knowing that sometimes, you just need to do it yourself. I used to be in the school of thought, largely through industry programming from others, that you need to give employees the benefit of the doubt on things, and let them succeed but also, fail. This is a noble pursuit, but when it really matters, don’t. You should never let failure or a “less than” performance affect the status of your company or your work. In the world of design, if you can do it better, then do it better. I used to give people a lot of responsibility for all things creative: architectural design, graphic layouts, website design, photography, and videography. But at the end of the day, I can do it better. It’s what I do. I’m a top level creative and given a little time, I can produce something amazing, every single time. However, I’m not a next level manager. Or a next level coordinator. Those are roles that need to be delegated so that I have time to do what I do best. Those are the decisions that need to be the keystone of a company’s priorities so that things run smoothly and your product (building designs) are optimized.

3.) Adhere to standard construction practices, but find that noble contractor first — As the architect, you are the chief intellect on the job and the biggest target. You are the conductor of the entire symphony….and if somebody in the orchestra is having a bad day with their trumpet, the song suffers and the conductor is held responsible. Those with a trained ear might know the truth, but most won’t. The same is true for architecture. It is human nature to blame the leader, and it is very convenient in the world of construction to have the architect involved because they are blamed for anything and everything. You must put yourself in a position to adhere to standard Construction Management practices during construction where a general contractor produces a Schedule of Values, Meeting Minutes, RFIs, and Change Orders. If those items aren’t being produced, they need to be or there should be consequences.

Even on a residential project, you want a commercial contractor because they will offer the necessary project organization that is required for success. You need a contractor that is proactive, organized, and accountable. You need a contractor that adheres to standard construction management practices during construction.

These days, you’ll have better luck finding a white rhino in the wild, but there are contractors out there that check these boxes. If you find a contractor out there that checks these boxes, hold them close. Develop a strong bond with them, and feed them work so they can grow with you because elsewhere in the industry the days of noble accountability are over.

Can you please share with our readers the “Five Things You Need To Know To Create A Highly Successful Career As An Architect?”

1. Don’t follow the money: It depends on what type of firm you want to create. Do you want to produce a factory setting where you just crank out cookie-cutter housing developments, nondescript medical offices, and institutional work that looks like everything else? If so, then this approach isn’t for you. But if you want to be creatively stimulated and make a lasting impact in the cultural fabric of human civilization, then pursuing design opportunities and not monetary gain is going to need to be your mantra. That is, never follow the money if you want to grow your company and produce valuable design opportunities. Our first restaurant job, Blaze Restaurant, we had a total design fee of $6,000. That was it. But it gave us an opportunity to produce a high profile project where we could showcase our design talent. At the time, it was unmatched in the community, and continues to this day to wow patrons who ask “Who designed this place?” There is no price tag on that kind of return on investment. You see, to this day we get new leads on work because we didn’t turn down a design opportunity where the client literally said “Make it Pimpin’ Bro” and let us do whatever we wanted.
2. Build the best portfolio you can build in the shortest amount of time possible: In the beginning, you want an opportunity to design unbridled. Don’t chase the money, and make sure you are producing. A lot. When we first started out, we were grateful to have several amazing projects. In just three years we had done two large scale medical offices, a restaurant, two houses, and we were able to open an office in Tampa, Florida. We weren’t overly profitable at that time, but we had built a track record of success. How our clients talked to us shifted. They began to listen more. They began to give us more opportunity to design without restriction. When you are first starting out, you want to build those first few projects quickly so you have something to give you credibility. If you put in the work, you’ll soon be doing incredible things and the ability to run the company the right way, with the right jobs, will be crystallized forever. By building a strong portfolio, you open up doors with a variety of client types, diversifying your experience and further ingraining your studio into the design stratosphere. Great projects give you a strong position to speak from. When you speak, instruct, design…it all comes from a track record of established success. So put on an extra pot of coffee, put your head down, and do a lot of really great work in the shortest period of time possible.
3. Never treat a client as a line item: Take on only projects that inspire you. Don’t build a company that is driven by profitability. I remember sitting down with an established design architect of a major firm in my home town when I was coming up through the ranks and I asked him what his design philosophy was. He replied, “To put food on the table.” He had no design approach, just a focus on profitability. That was crushing to hear, if I am being honest. My career has been anything but that since. The lesson here is don’t ever look at a client as a meal ticket, cash register, or “food on the table.” They are hiring you to do something exceptional and that, above all else, is your duty. The money is like a shadow that follows you when you lead with that pledge to your client and your company.
4. Learn how your brain works, and nourish it — I do a lot of resetting now. I find that managing the company gets in the way of being a great designer. I’ve learned that my mind, on a given day, can’t effectively do both. Once I move into management mode where I am working with clients, contractors, and vendors, my design mind is compromised for that day. As a result, I’ve learned to set aside “Do Not Disturb” time where I can connect with my third eye, raise my vibrational frequency, and start to see relationships where others can’t. I have an “all terrain intellect” but one that needs time to let ripe grapes ferment fine wines. Learn about nutraceuticals and diets that enhance cognitive function. Travel. Get inspired. Meditate. Take long walks…without your phone! Exercise. Above all else, carry a sketch book where you can just document messy ideas that nobody will ever see. It is in these pages where your ideas will grow into great designs. Additionally, make sure you have some hobbies. I enjoy hobbies of skiing, fishing, backcountry hiking and camping, practicing bikram yoga, and pushing myself at the gym. At the end of the day, you are an intellectual athlete. Your brain, not your brawn, is your greatest attribute. Make sure you take care of it.
5. Dare to be bold — Most people are risk averse. Don’t be. That’s a terrible way to exist. Take risks. Put your neck out there. It’s too easy to build static, boring buildings that represent trends. Don’t do that. Dare to be different. It’s our duty as designers to create architecture that engages, uplifts, and energizes the communities in which the built environment serves. Remember that.

Because of your position, you are a person of enormous influence. If you could inspire a movement that would bring the most amount of good to the greatest amount of people, what would that be? You never know what your idea can trigger. :-)

I would love to build a non-profit that brings great design to developing countries, traveling into communities to produce consequential architecture that can spur economic growth but do it on a budget. It would be a colossal undertaking, but one that would be very gratifying. I have some contacts in other countries where I could do a potential case-study at a community school or a community center. See what we can do on a very modest budget using local materials. Then incorporate those lessons into a business plan and scale the operation. It would be a very challenging pursuit, but you know I don’t shy away from a challenge.

How can our readers further follow your work online?

Website: https://ervinarchitecture.com

LinkedIn: https://www.linkedin.com/company/ervin-architecture/

Instagram: @ervin_architcture

Thank you for your time, and your excellent insights! We wish you continued success.