London, UK I'm back. You couldn't keep me away for that long for, sorry, I got a little bit busy. Grab your sandwich strap in because we're going to talk a bit about something interesting. I've got the guests, you grind the sandwiches on. We'll go for it. Just another 10 seconds. 15. Okay. I was wrong. It's 15 for in now and we will kick off shortly.
It's all happening. You're on LinkedIn. Facebook. I dunno. YouTube is where I live. All right. All right. Enough talk. Let's go grab. Hello, everyone in the big wide world with streaming at you live from the power of the internet. I am Stephen Drew and I'm here with a fantastic guest to Mike, uh, to get the right way to my laughs Saara and I've known Sarah for a little while.
On the internet world we'll have to meet at some points are in person, but we're here to talk today about a poignant topic about disruption in the architecture industry. It's an interesting time, 2022, I think that's the year now. Isn't it. 2022. And we're going to talk to. A little bit about all the change that's happening together.
So Sarah, look at you, you get your phone ready bar icon. I will. Oh, I'm on my own. I think I'll be sorry. This connect says, this is one of the risks. This is one of the risks of live streaming. So we're going to go for it anyway, because disruption, we hear it a lot. I mean, if you follow any architects, germinal, there's political disruption, as well as.
You have technology destruction, people are talking about the ma averse. People are talking about NFTs on all this is going on at the moment. So today we're going to talk about what is hot and, and as well as that, we're going to talk about what's really happening. I'm part of the beauty of our live stream is as well as eating your sandwiches.
So while I'm live here, And Sarah will be joining us back. Now, here we go. Let's click it while Sarah is coming back, you can eat your sandwiches and you can drop us some, uh, questions. So Sarra you're back. Well, don't worry. It's all good. We can, we, we freestyling. This is we're going to our head down and it's a Wednesday, but sorry.
Do you want to tell us a little bit about that itself? And then maybe we can talk a little bit about. What's coming up and what, and what will feed into this topic about disruption in architecture?
Sounds awesome. Thank you so much for having me. I always wanted to be on this show and here I am.
Um, so I'm Sarah Colossae and I started, um, Sort of doing what I'm doing after I run my own architecture practice, which was specifically in the humanitarian sector and I realized the difficulty of doing so. And, um, through some ups and downs, I ended up educating myself with business marketing and. Sweet things to help understand a little bit better, how to run a practice and also how to develop my own business, because I realized I'm an entrepreneur, you know, I hate having a boss that sort of stuff, and create your own projects to work on.
And, and yeah, and I started by, um, creating an online course around helping architects to actually teach online. So create the road training program. And, uh, two years in now I'm doing other things, but, uh, mainly, um, coaching architects online in business, how to get clients and how to grow their presence.
Um, and we're moving also to some more serious business development topics because I partner up with some amazing organization of co coaches and consultants are doing this for many years now, specifically for the a C. Sector. Um, so yeah. So it's all about consultancy and growing your business.
Well, there you go.
It's interesting because I've had some good bosses and I've had some. Um, I've had some good experiences. I did a psychometric testing a few years ago, and well, it's a bit of a controversial thing to talk about it live, but it basically said in the psychometric test that I am very hard to manage if I don't believe in the manager.
So maybe, sorry we share something there. So by nature of leaving architecture, one sense, that's a scary thing to do at first. And I did the same thing. You know, I, you study all those years in architecture. And I, luckily I've supported parents and friends and all that, but I would go down the pub with some of my Architectural friends and they would be.
Are you not doing your part free, um, you know, exams, you're crazy. You've done five years just finished. And to me, I wasn't, I didn't feel quite right for me. And by nature of going against the status quo, I mean, now people go, oh yeah, you're fine. And you've done. All right. But at the time it was quite a scary thing.
Was that the case for you then Sarah, when you were thinking of doing something different as well?
Yeah, it was. But, um, I think that I justified it by realizing that, um, first of all, I think the first time I really felt super scared about the change was when I realized that I don't really want to work for anyone and start my own practice.
And, you know, I thought about it purely from a business perspective. I obviously knew I can't sign my own plants. I'm not like a full. Talk to architects, but, um, I looked at it as a business and I said, okay, if I find clients to serve and we have construction projects, then I'll just hire an architect to sign my plants.
Right. Um, the name of the company can be whatever. So yeah, that's how I approached this to start with. And then this sort of leaving architecture happens. Six years in, I actually realized I'm not the best business person. You know, I'm not turning profit. I was reinvesting the profits back into the business because I had to.
Um, and so that sort of really affected, um, the way I started to feel in the world. Because on one hand I had a, uh, you know, a business or this just say was living a life that I want, I dreamt off. Right. I wanted to be building and I was fully immersed in building. We did both design and build. Um, so that was really tremendous.
And in the aspect of architecture, I certainly grew a lot in that time because had to manage construction, had to manage people. I had to understand how things are actually built. And so that was amazing. But, um, I was hitting 30 and I wasn't making money. And I started to compare myself to people that actually never started a business, but actually worked for someone.
And maybe business studies in London, you know, the salary in London, you know, after about 6, 7, 10 years, post-graduation, you'd be easily making a three K a month, two 5k a month. And I was thinking, oh my God, what could I do? What kind of life could I have if I had that sort of salary? Because I wasn't making that.
So, you know, and, um, and there was just this tremendous responsibility. So I thought, you know what? I'm still young. And even though normally you think, okay, I'm going to do part two. I thought, you know what, no, I'm going to go and do business or to do stuff. I'm going to study with us. I'm going to study marketing.
I'm going to study whatever it takes to learn. And I think, you know, really where I'm at right now. It's just sort of sharing what I learned, um, because I became very passionate about. It's interesting because now I've read day, I meet architects that approach me and they have all these amazing projects and they're like, Hey, would you help us with business development?
This is what we're doing. And I look at their projects. I'm not fascinated as I am by the building. I love where I'm at right now. It's kind of like combine that love for business and entrepreneurship and this sort of anything can happen. Scenario with the love for building an architecture. So in some ways that I think that I didn't really leave, I just kind of went more to where, you know, that feels the hops a little bit more authentic for me.
Very cool. I think, um, it, or that's an interesting story. And even if you are an architecture and think of their setting, their own businesses and a lot of parallels there, but also I've met, especially over the last year or two, a lot of people that want to move away from architecture and do Architectural writing or Architectural marketing, or, you know, move into the game industry or, or guess where we're going with the topic today.
Kind of I'm doing a movie. Technologies within architecture. Cause especially, and I know we were talking a little bit about it last year, but the way we get in the murmurs he was going from in the, in the, you hear rumblings in the background to more and more mainstream or less like, you know, the matter of us NFTs emergent technologies, virtual reality.
I mean, virtual reality has been around for a long time, but we're starting to take a serious in terms of architecture and as well as. The way I say it or online businesses. So I blasted on the scene in 2020. You've been chipping away at things as well, but all of a sudden. The adapt in the natures of businesses adapt.
And I find it really, really important. So I'm going to bring up something that you've been organizing, because it's going to have a nice segue to what we're talking about. And I've got two main questions I want to ask. So you right. One is going to be why. And you can tell me in a bank, but also how you did it, which is quite impressive as well.
So I'm going to bring up the screen. So we've got here, this re-upped symposium. I'm not sponsored to do this. It's fine. I don't want to be sponsored, but I quite liked the topic and you kind of surprised me. It's like came out of the blue and I was like, this is quite. Right. So you've got this disrupt symposium, which I think is perfectly named, got the cool backgrounds, but look at some of the names and you've got architectural practices, which are kind of taking it seriously and starting to think about it.
And I, first of all, how did you go? Getting Patrick Schumacher involved because this is the kind of guy I read, like an architectural journals and all this stuff, and he's kind of infamous, right? You've got polarized. Phebes on Patrick's way of architecture, but whatever people think of them, they know his name.
So first of all, How did you come about with this idea? Yeah. And then tell me how you started to get all these speakers that are going to be in your symposium about disruption. Saara sure.
I mean, you know, between you and me, um, you know, very well and all of the viewers, um, but I think. More than anyone.
Yeah. You know, very well, what, it feels like a means to create a lot of content online, um, and build a community. And I think that when you came around, I was already doing this for about six months, but I started with the following. So I didn't have, you know, whatever amount of people, connections on LinkedIn when I started.
Um, when you started, you've come in with 20,000 connections
on LinkedIn. Oh, what's that? My that's my unfair advantage. Right? That's a good one. You should always build up these stuff. Right?
Exactly. And so a big part of it is also like creating value on a bigger scale to elephant elevate my brand, you know, not going to lie.
So I think that this is really what digital transformation is about. It's about. Um, sometimes going big or going home because it's smaller actions don't count for as much. Um, if you don't have a big following. And so I wanted to reach a broader audience with the message. And I think at the moment we at am extremely passionate about this message and really what the message is about is, uh, it's about educating architects and business and something that.
I've always been a little bit annoyed by, because I am an, I am an intrepreneur, which means that pops I'm not in love with every single person that made it, but I understand how hard it is to create something from scratch and not have fun is, you know, blessed to have a very rich family that will commission your first project or the connections or whatnot.
However, in the architects changes too, we have a lot of this sort of things that we say about. Big offices or the big people that made it out there that, you know, perhaps they did it because parents connections or because of the money that they had or not. And it might be true, but it doesn't mean that for all of them made it like this.
First of all. And second of all, I don't think that even if you have someone to invest in you from the very beginning that you going to make it, that's just not how it works. So I assume that. These people navigated to, you know, the extreme solves that Hadid architects or OMA, you know, in the big names, they certainly must have basically overcome challenges that might be relatable to you with.
And so I've came up with this assumption and therefore started to research more and thanks to the publications such as Madame architects, and also a bunch of really interesting publications on LARC daily and other media. I realized that, um, that there is people out there that run big departments that were hired for these big companies to actually solve problems.
And that was certainly true for, for example, for, um, he does soul guard when she was hired for big, um, I read an article that they really struggled to get their clients to pay them. I don't know. I mean, come on, you know, they're building like a skyline of New York. How can you still struggle with something that I hear smaller practices struggle with every day.
And when I read the full interview with. True that she was hired to actually revolutionize the way that they were executing payments for clients. And her first task was to go after all these clients that didn't pay on time. And I was like, huh, isn't that interesting that those are like the main points that I discussed with my clients are much smaller.
And yet here's a huge company that is dealing with a very similar issue. And so I thought, you know, perhaps this is. I D idealizing them or saying that they have an advantage or not. I mean, surely they do, but there's also a level of strategy and selectivity that goes into play that makes, um, makes them more successful in somehow navigate through problems in a different way.
And so what I wanted to really do with this event is to invite people that. Specific departments and this big organizations like, you know, comms, departments, marketing, um, branding that do relate to finances, to strategy, to getting clients business development. Um, because I think that those people, even though not all of them are architects, those people really understand what constitutes business and what sort of decisions do you have to take in order to.
Successfully run a communications strategy or, you know, or a marketing strategy or your business development. And, um, and he was interesting because now obviously, you know, I'm about six months in doing all this work and communicating with people. And, um, on the back of it, I'm having a lot of conversations with both speakers and sometimes their marketing departments within their offices.
And, you know, people say to me, before you ask those questions, we never really thought about how we're doing things. You know, this was true, for example, for MultiSoft the architects two partners that I interviewed, uh, last week and, you know, they were having a conversation internally and they said it's really interesting for us to reflect back on to what we do and how we do it in our bodies that drive it forward.
And I think that this is kind of interesting for everyone to stop and think, and to learn from people that are actually doing a good job, because for one, I really believe that subject architects being a small office and building bigger projects certainly are what I would define successful. Right. Um, and I also think that they spend for some kind of value that it can not.
Copied it's something extremely unique. And so I really try to hand pick, um, companies that for some reason, one or another, like I've given you an example of big, you know, now talking of Saudi architects, they attracted me because of something they're doing in business that makes them unique or perhaps because of a problem that they had and how they resolved.
So this isn't like a show of big names, you know? Um, it's more about bringing in stories that perhaps have not been shared before, so we can all learn from them.
Um, very cool. Very, very cool. I'll be definitely sure to check it out and follow it and let's talk. Cause it's quite inspiring where I find this inspiring.
There's two, there's two aspects to me for disruption. Okay. You got the tack. You've got the conversations about. The metaverse and then if T's, and we're all quite curious about that, because why would you not? And everyone can have a different viewpoint on that, but at the same time, speaking from experience, there's a certain level of disruption, which I think is quite healthy towards business, but it can be quite scary, especially if you're a well-established practice.
So for example, You're not afraid to go out there to change your brand. I think you had the mastermind cross before, which was successful, but now you're looking at your name's Sarah dot com, but we had that conversation and it was quite interesting. And equally with myself, I was doing last year, a lot of club houses on the Architecture, Social, and they were well-received, but there was a point where even I could feel it starting to drop off.
And I kind of moved on and I think as well as disruption, it's okay to adapt. And I think that's the other thing, but what I notice online and I'd like to get your thoughts on this is that. Often with being online, like live streaming. We're used to it now. There's always a little bit of whoop you. Okay.
Something can go wrong, but you could take it in your stride. But I think a lot of these topics of destruction and doing things and putting yourself out there, perhaps people feel a bit scared to do it. And I, before I felt that as well. Do you have, um, any, so when you approached this topic of doing the symposium where you are first, or like, oh my gosh, how do I approach.
These people to talk about it. I'm sure you felt like that at some point, because I would have surely, you know, how did you message Patrick? Did you drop him an email or did you bump into him somewhere? Am I allowed to know? Is there a secret, are you,
um, do you know? Well, I, I thought about, um, the experience of being rejected in this process last, because.
I might, it might sound a little bit weird when I say it. Um, but actually I thought there is so many people I could invite to it that if someone says not just go off to another person, that's it, you know? Um, so I just wouldn't take it personally. And at the beginning, a lot of people rejected me, but at some point, um, I was kind of balancing two things.
I was going off to sponsor. And speakers and to land sponsorships, I had to create a proposal where I would suggest
chicken, chicken, and egg. Isn't it. You need the speakers for the sponsors. All right.
So I would create a proposal with suggested speakers and out of some of them, obviously I didn't get a yes from.
You know, because that needed of the, perhaps the bigger names on the sponsorship side or some other companies to believe in me before I go after this speaker. So it was like, it was a conflict of who I learned first. Um, and I would say that the beginning was almost like a vision board that I sold to the sponsors.
And, you know, what's really funny is that when you open that vision, 90% of the people after all actually said yes. So the photos that I have in my vision board of the suggested speakers, they're still on the website and I did manage to London. So actually the 10% rejection. It was quite easy to pay and I understand people have lots of things going on.
It's not personal also. I'm not some great big name. Maybe some companies didn't really know if you know, this is for real or not. Who's this chick approaching them from. So I completely understand that. I just thought with every person said, no, I said, okay, let's talk next year. After the first edition, maybe you joined them.
Um, you know, that's it. It's cool. Um, but you know what? I've got to tell you, people are extremely helpful and I received a lot of help for. Past, uh, conference organizers, um, like Martin day, who's got next builds. Um, he's been doing this for many years and has been just so helpful. Such sat down with me, spent probably two hours giving me great advice.
He helps me understand the sort of money I can go after. Um, he actually shared some context with me, uh, introduced me to one or two people, um, that actually ended up being my speakers. And then from there I just approached these people and I said, you know, I would like to, for example, invite, um, my, her and I knew that there was a previous connection.
And so specifically to show my, her, I got introduced by. And Harry. So it is basically just a chain of conversations. And I just realized with this event that what you want to do is say what you want. And if someone and I was approaching like that from the very beginning, because I also spoke to cheaper fields and Heather week who both of the companies that she at the end decided not to participate in the first edition.
Um, but I, I, I developed relationships with partners and people that were also, um, business developers there. And then I got introduced to someone else from them. So even though some companies are not present, I met other people through. Uh, connections. So it was sort of kind of developing organically. Um, but certainly it started by identifying who I wanted to invite first and who I was going after.
And then it was easier a little bit like with ideal customers, it was easier to bring lookalike people from other businesses, you know, once you beautiful, one month after. And so a lot of times to start with, I guess, for business developers and. Super fascinated and passionate myself to meet them. I was like, who's the person that goes up projects for big, you know, and I was just, I mean, I was, it was just incredible, you know, meeting those people and having conversations internally.
And that's how the name also came about because we were having all these talks and people would just keep saying that word disrupting disruptive. And I kept putting it down on my notes as I was taking notes, talking to this potential speakers. And then I was like, I really love this. This is like a reoccurring trend.
People start with fairing to this as something disruptive. I'm just going to call it disrupts in policy.
I love it. I it's and, and, and disruption, it takes many forms. So in one sentence, Yes, we could talk about the tech and book. We'll go on to a little bit about, and I'd love for you to focus on what your guests feel is the disruption and what they're going to talk about, but why I find it interesting is that it's just like inception, I guess, because this is on this scale, probably the first one you've done.
This length and you had to break into choreographing this event. So by, by definition, you've disrupted that you don't need a huge company behind it. You don't need all these legacy sponsorships. There has to start somewhere. And I think that puts a lot of people off doing these things. Isn't it? It's like, where do I start?
Oh, I don't know anyone while I think. If you got that topic and you got that passion, half of it is graphed. Isn't that just like time, energy and the ever important bit that you brought on here is rejection. And I'm lucky in one sense for recruitment, you deal a lot of rejection and in business, you need to have a lot of rejection and there's this new concept that I've had lately.
And they've been following and reading a little bit about business and it's kind of mentality. And it's really helped me a lot, especially this year where I'm totally on my own business and it's, um, going for the nose. So it's such a strange idea, but when you proposition to someone, you already discredit, but are you, you prepared to add no.
Take it forward. It's okay to say no. So K for the person to refuse to go into your symposium, it's okay. That the business is not there and you allow them to say no. And, and, and once you get in that, that in your head, it gets a lot easier because you're not going, please, please, please say yes. And what you find is we have a good topic and when you're engaging with people, people will come, oh, we on the little tour of your house here, away
where we are dealing with the world.
I'm in Spain. And I was just, uh, it's the first day, really? In four weeks that we have a son. So
yeah. And you in and your inside during the live stream. So there you go. Enjoying
my life stream. There we go. But now we're connecting to some power and a,
you do want to hang out. That would be the, that would be the end of the app.
Which is fine, but you know, he mentioned that it can all go wrong. Well, that's the other thing with TAC as well is that's talk about that quickly because everyone worries about things being seamless and actually it's okay. That things go wrong. It's okay. That things are organic and like, kind of like. I liked that element as well, because it is disruptive.
There's so many things online, which is super polished and that's what I've quite enjoyed in the, in doing my podcast episodes is that things can go wrong and you can have sounds and, oh, I just upgraded my silence as well. And so can you hear that? Uh,
I, I hear, I hear that you were very professional.
So you might sound board doesn't work.
I gotta get my, I was last week. I was streaming to our daily 2.4 million people on their Facebook page. And one of my speakers couldn't connect and had troubles with their tech. And I actually wasn't sure. If they will or will not menage by still introduce them.
Hope everything's going to
work. You still got to go on and yeah. Well, let me change it now to see if you can use it this time. Get a pay music, give us our work with all right. So what else can we do? I've got my, I got my bow here. This disruption bow. All right, so, so how many Tommy, Tommy, Tommy, Tommy. What have you known?
Cause while you've been at. Awesome to learn how you've been going about it. All you listeners and Watchers take that onboard that you can do your own projects. You just got to put the graft in and be prepared to have projections. And along the way, you will get people that want to do it. So that's an awesome tips are on actually how to disrupt the town.
Me what you've learned in terms of everyone you spoke to, what are the general themes that people are going to be talking about? And what do the architects themselves think is. Be disrupted this year. You don't have to say Aberfan cause that's, you know, gonna be part of the symposium, but I'm sure there's Femes that you've seen popping up.
No, absolutely. And in a way I also curated it around topics that are interesting to me and maybe are not the most traditional topics that, you know, we talk about an architecture. So one of the sort of most exciting things is we have certain business approaches of these practices that are being shared.
Like for example, Um, talking about why they chose to actually be a 50 person studio and they are working out of this brick house, um, in Boston, only 50 people building this mega projects. Guys, this is really amazing, I think from a business perspective. And then we have. You know, we have a UN studio coming in to speak about technology and approaches to clients that is actually oriented around service, how to deliver a service.
And so with this approach, they generate a lot of new. Um, new uses for their buildings that sometimes oftentimes translate into money. So for example, they would be building a really huge office and they decided to put sensory technology into the lighting systems within that building so that they can actually.
Understand which rooms are used more. Of course, it's got a sustainability element because if motion activates lighting, it means that you save on electricity and you're not going to have rooms that are being lit when no one's using that. But then with time, they also gathered a lot of information around the usage of this buildings.
And, and of course, by developing a technology like that, they get residual from selling that technology with the lighting company further on. So basically creation. Interesting. Money-making opportunities for architects and why go into innovation and why get involved with technology sometimes materials development in order to get, um, new ways of profitability, right?
And get bringing in new residual incomes into your practice and following that thought of residual. And we have also Perkinson wheel that speaks about how they basically decided to create technology, to maintain a building. It's also sensory technology, but the client after building and paying for construction pays a monthly fee for the app that gives you information on how the building is performing.
And then within that fee, you also get maintenance from the architects onto these buildings. So just think about the business models that we're talking about here. We're combining like a SAS service as a, uh, as a, uh, uh, what you might call is, was it service as a, oh my God. I'm blanking out, but service is a product system can remember, but anyway, And the idea is that you pay for a subscription, so you pay for subscription.
Sorry. Um, so that is one of the business that is one of the business models that you can implement. And it's very common in technology. So technological companies that are developing apps, for example, that you pay monthly for, this is the business model. And it wasn't really present in architecture beforehand until you begin to be innovative about how you provide your services as an architect to your client.
And therefore you can change your business model around that too. And then following that trait, of course, the reason why I invited Christa keen, who is the first, she's an artist, she's a famous artist, frankly, right now, um, the whole time square. Uh, this month at 12 o'clock midnight is turning into her art.
So imagine. Massive screens, you know, full of news. Normally an advertising are just turned off and turning into her artwork. Um, she's been really, uh, popping around more and more in the last two years since she invested her art into NFT and became a metal metaphors promoter and Vangelis a creator. And.
Heard about her because she was the first person to sell an architecture NFT and make half a million out of this
from, yeah. I saw that with the house and my first reaction was like, well done the hair. Oh my God. I've got loads of these houses on my hard drive. I need to get in on this. Right. All that, all them works is wasting their way and hard drives.
Exactly. And you know, for me, it was fascinating. I mean who, I mean, who say no to half a million dollars coming from digital art, if
you know, I think it was possible. Like, I don't know anyone that would have predicted that they were gone. You're crazy. You're insane. Yeah,
exactly. And you know, she'd done that.
And she moved on now to not only creating a metaverse, but also collaborating with huge companies like Louis Vuitton and whatnot, creating spaces of the metaverse. And so this isn't, I think that her work is a living testimony to the fact that you don't just stop in one place. You know, people say, oh, you know, this NFT Christ is going to die out.
Believe it. If so, there's more possibilities in the middle. That we are not perceiving as we did. We didn't explore. We don't yet understand what, what can it be because it's new technology. But I think what's fascinating is to look into all these models and also see what people are doing, what they're investing themselves into.
Yeah. And where that can go. And what's in it for me, you know, as an architect on running a PA practice, perhaps I have a bunch of stuff laying around that I'm not using, or I've never sold, or I designed, and I didn't win the competition. You still own the IP rights. Just throw it out there. You know, you never know what's going to happen and it can help you also learn new type of clients.
Now, of course, you know, there is a lot of things to it, to like sustainability, like whether or not. The valuing our work as architects, by going into the metaverse and whatnot. I don't really particularly want to discuss those topics in depth at disrupts symposium, because disrupt is about idea generation.
It's about inspiration. It's about giving you the options and the opportunity, and sort of influencing you into thinking differently about how you do business now. Aligned with your values. Go ahead. If not, that's cool as well, but just be open to explore and learn. Right? That's all I say. Um, and yes, of course there is, uh, practices that says, you know, this isn't for us, this is not sustainable.
Or we are, you know, close in construction. We want to build physical buildings and going into virtual would just deep value who we are as architects. Therefore we choose not to. And that's fair enough. I understand. But as you see, you know, art, is that how the architects there, they didn't have a second thought about stepping into the metaverse right now, building huge projects there, Patrick Schumacher is going to come in and speak about it too.
And what I love about, I think something personally that I've learned from all the speakers and talking to them is they're kind of very down to earth business approach to architecture. You know, I've had, and I'm not going to name names, but I've had people say. You know, architecture is just like delivering the pizza, you know, and it's great because sometimes we just over conceptualize what we do.
And, you know, I do want to understand that it has this poetic notion, but at the end of the day, it's a business. And maybe sometimes if you take yourself off that poetic, you know, Stoll and start thinking about it more as. Do you know what? This is a service we're providing a service with solving problems and how can we do it best, deliver it faster, you know, do it best, make it tasty.
I don't know. Just like you would approach a pizza shop. Maybe there would be something to learn from it. So I like the. Strictly business approach that I've heard from a lot of speakers, um, that by no means deep value, what they're doing or what they're delivering, but also have that very hands-on experience and, and perception onto business.
And that's something that I certainly love and I'm excited to bring to the stage. Those very practical approaches to business of architecture.
Well, let me go, let me get my virtual audience.
get some timely piece and we've NFTs. I've started experimented with NFTs and you, right? Because there's the sustainability aspect and all this stuff, my personal view. And it's just my view. These things are going to go on anyways. The mattress is going to go on anyways, and it's your choice, whether you get involved or not.
And I respect. But it's going to happen. There is opportunities there. And I do think this is based for architects. I mean, okay, you're not doing, you're going to have so many building regs was all virtual or whatever. That's an opportunity in itself. But I think there is a value for architects style. And guess what will be the interesting one?
If you're precious about your rock, your title, as an architect, a lot of people are going to be calling themselves architects on the metaverse us, and there's not much you can do about it. So I think he got to kind of go along with the full Malem. Yeah, what I would say about NFTs just quickly. I'm thinking of looking into my own collection and doing this stuff and how it can feed into recruitment.
And it could be a total flop, I don't know, but it could be the next best thing. And going through that, I'll learn something, even if it fails, learn something right. And I think that's the benefit with all of this experimentation is the, the benefit of disruption and the conversations and connections that come out.
Uh, so valuable. So I think that gives it, um, a nice little overview. So when is the disrupt symposium? I'm going to put the link up again.
So the symposium is happening between the first and the 5th of May. It is a five day virtual event. It is happening in our central, central European time. So that's Europe, I would say.
And UK in the evening after work. So when you get home after work, you can connect or you can stay behind in your office and watch it with your teammates. Um, we have we're selling tickets like crazy actually, which I'm very, very excited for. And yes, we have a lot of practice.
Oh, yeah, you gotta get past there.
Absolutely. And, um, and people are writing too, you know, we have, we have practices to say, Hey, we have 11 people from our practice wanting to join. Can you just invoice us? Cause we don't want to buy individual 11 tickets and it's, it's just amazing. Seeing that there are practices that invest in their people and say, you know what?
It's not just for principals. It's not just for business owners. This is for everyone. We want everyone to get the benefit of learning about business and are on our team. And we will, we will support, um, you know, The whole team to come in. And so I love that approach. I really want to salute those people that invest in their team because I think, um, we all lack business acumen because there's just not something it says provided at school.
And not everyone has perhaps the interest to develop in that. But if it comes from your. Executives. If it comes from your principles, if your office says, listen, guys, I want to pay for this training. You guys go and