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Successful Projects
subtle but important:
Good "Process"Feels productive
Good Outcomes Are Productive.
Most People Can't Tell The Difference.
The Problem Was Obvious
2019
2021
The Pattern Kept Repeating
While the Gap Kept Growing
And Solutions Were Missing
Different markets. Different roles. Different firm sizes. The same problem everywhere.
Firms with brilliant staff and talent losing bids and clients to competitors with more efficient solutions. Mid-market practices bleeding talent to companies offering cutting-edge tools. Companies spending 60% of project time on documentation instead of production. Partners making technology decisions based on what they already own and know rather than what their projects and clients need.
AECOM's MENA design center. Perkins + Will's regional expansion. Arqui9's $2M visualization practice serving global clients. Gensler's post-pandemic operational stress. You name it. Different contexts. Identical diagnosis.
Way too many industries worship service excellence to end up handicaping themselves with technology from 2010.
Large firms have R&D departments they don't use properly. Small firms can't afford the overhead. Mid-market practices (the 20 to 100 person studios doing the industry's best work) get crushed in the middle.
They hire external consultants when they should own the capability. They lose senior talent who want modern and more efficient workflows. They compete against firms that automated these problems two years ago. They know something needs to change. They just don't know what.
Meanwhile, clients expect everyone to have the right technological stack fit for their goals. Enterprise platforms target Fortune 500 budgets while technology consultants write strategy documents nobody implements.
The gap between "we should probably do something about it" and "we' actually didI" kept widening.
The tools existed. The talent existed. The need definitely existed.
What didn't exist were those who could understand both sides, who'd managed real projects with real budgets and real consequences, with years of research on IA and advanced computational tools below their belts to build the bridge mid-market firms needed.
Enterprise firms have innovation labs producing work nobody uses. Academics build theoretical frameworks with no deployment path. Technology consultants promise transformation without implementation.
Archificials exists because the market failed to connect proven practice with emerging capability. That's not a technology problem. That's a delivery problem.
And delivery problems get solved by people who've delivered.
and regardless,
we kept seeing the same pattern:
01.
Speed was The Only Capability That mattered
Clients would send us projects other firms couldn't handle themselves. Not because they lacked talent, or had better designs or strategies. But simply because we could make it happen faster.
02.
Faster Always Beats Better
Firms would lose bids to competitors with worse portfolios but faster turnaround. Every single time, speed beats quality.
03.
Buying Technology Doesn't Mean Using It
They would spend $200K on software licenses and use maybe 30% of the capability. The other 70%? Just sitting there. Unused. Expensive.
04.
Most of what you call Work Isn't really work
Project teams would spend 60% of their time on coordination and documentation. Only 40% on actual work. Everyone accepted this as normal. Except for clients who eventually did the math and got tired of picking up the bill.
05.
Institutional Knowledge Walks Out Every Day
Top talent would leave. Twenty years of knowledge would walk out the door. Firms would scramble to document it. Then nobody would read the documentation.
06.
Tools Beat Talent Now
Good people working with bad tools, losing to average people working with good tools.
The Real Gap
Enterprise firms have research departments producing work nobody implements. Innovation labs building tools nobody uses. Computational design teams creating capabilities that never reach project teams.
Mid-market firms have talented people working too many hours on too many projects in catastrophically inefficient ways. Burning time. Burning fees. Burning out.
The gap isn't about technology. Every tool exists. Every capability is available. The gap is delivery.
Large firms can't move fast enough to deploy what they build. Small firms can't justify the investment. Mid-market practices (the 20 to 100 person studios doing the industry's most interesting work) need enterprise capabilities without enterprise timelines or enterprise overhead.
Nobody was solving the delivery problem. Consultants wrote strategies. Software companies sold platforms. Academics published research. Everyone agreed advanced computation and AI mattered. Nobody helped firms actually use it.
That's why Archificials exists.
Not to write more papers about computational design. Not to build another platform nobody implements. To solve the delivery problem that's been destroying good firms for twenty years.
four differences
that matter
Practice, Not Theory
Most consultants learned AI from conferences and white papers. Archificials learned it managing projects across five continents. High-rise developments. Hospitality portfolios. Mixed-use masterplans. Infrastructure at scale.
Real budgets that don't allow for experiments. Real clients who fire you for missing deadlines. Real consequences when technology fails.
The difference between knowing what might work theoretically and knowing what actually works under pressure? About two decades of mistakes.
01
No Industry Limitations
Most firms worship specialization. We don't.
The same infrastructure problems destroy efficiency everywhere. Law firms drowning in document management. Real estate developers losing bids to faster competitors. Construction companies with data they can't use. Healthcare systems with knowledge that walks out with their talent.
Different industries. Identical problems. Universal solutions.If speed determines outcomes and infrastructure creates bottlenecks, we solve it. Whatever the sector. Whatever the size.
02
outcomes, Not Theatre
Technology serves business objectives. Not the other way around.
If AI won't help you win more work, improve margins, or retain talent, we'll tell you. If your problem needs better people instead of better algorithms, we'll tell you that too.
Some consultants need to sell AI to justify their existence. We need to solve your actual problem to justify ours.
Sometimes that involves AI. Sometimes it involves firing your current technology and starting over. Sometimes it involves doing nothing.
03
Tools, Not Documents
Strategy consultants deliver 60-page PowerPoints explaining what you should do.
And while you might still need direction, we'll also deliver working tools that do it.
Training included. Support included. Implementation included. We stay through deployment. We stay through adoption. We stay until your team actually uses it daily.
You won't get recommendations you'll ignore. You'll get capabilities you'll depend on and that will gradually become essential part of your and your client's operations.
04
in case you wonder
WHO MAKES all of THis happen?
Biel Pitman
Founder & Principal
Eighteen years in global architectural practice. Former Gensler Studio Director. Worked across four continents on projects that actually got built.
Spent the last three years learning AI at UT Austin McCombs and computational design at IAAC Barcelona. Not to write papers. To build the tools mid-market firms need but can't afford to develop themselves.
Started Archificials because the gap between firms with enterprise R&D budgets and firms without them was getting wider every month. And because watching talented people lose work to competitors with better technology was getting exhausting.
Spent the last three years learning AI at UT Austin McCombs and computational design at IAAC Barcelona. Not to write papers. To build the tools mid-market firms need but can't afford to develop themselves.
Started Archificials because the gap between firms with enterprise R&D budgets and firms without them was getting wider every month. And because watching talented people lose work to competitors with better technology was getting exhausting.
What he does: Makes the decisions nobody else can (or want to) make. Ensures nothing leaves the building that could damages the reputation that took 18 years to build.
What he doesn't do:Write production code. Chase prospects who aren't serious. Pretend consulting is more complicated than it actually is
What he doesn't do:Write production code. Chase prospects who aren't serious. Pretend consulting is more complicated than it actually is
maya lin
Director of Delivery
The person who makes sure clients actually succeed after they hire us.
Eight years in AEC technology consulting or computational design implementation.
Has delivered enough projects to know the difference between what clients say they want and what they actually need.
Project management skills that prevent disasters.
Teaching ability that transfers knowledge, not just delivers services.
Eight years in AEC technology consulting or computational design implementation.
Has delivered enough projects to know the difference between what clients say they want and what they actually need.
Project management skills that prevent disasters.
Teaching ability that transfers knowledge, not just delivers services.
What she does: Takes consulting engagements from signed contract to completed project. Ensures clients don't just get tools, they get results.
What she doesn't do:Make promises our technology can't keep .The difference between one project and a ten-year relationship. The reason clients tell their colleagues to hire us.
What she doesn't do:Make promises our technology can't keep .The difference between one project and a ten-year relationship. The reason clients tell their colleagues to hire us.
Alina west
Head of Growth
The person who ensures we're not the best-kept secret in Austin.
Seven years in B2B SaaS and professional services marketing.
Has generated pipeline for companies that actually made money.
Understands the difference between marketing activity and revenue results.
Content creation skills. SEO experience. Comfortable with metrics that matter.
Will try ten tactics to find the two that work. Measures everything. Stops doing things that don't generate ROI.
The reason we're not dependent on anyone's personal network for every deal.
Seven years in B2B SaaS and professional services marketing.
Has generated pipeline for companies that actually made money.
Understands the difference between marketing activity and revenue results.
Content creation skills. SEO experience. Comfortable with metrics that matter.
Will try ten tactics to find the two that work. Measures everything. Stops doing things that don't generate ROI.
The reason we're not dependent on anyone's personal network for every deal.
What she does: Builds the machine that brings qualified opportunities to our door. Manages the sales process for smaller deals. Positions our products so people understand what they're buying.
What she doesn't do: Build products or implement client projects (generates the work, doesn't deliver it). Confuse website traffic with business results (we care about revenue, not vanity metrics).
What she doesn't do: Build products or implement client projects (generates the work, doesn't deliver it). Confuse website traffic with business results (we care about revenue, not vanity metrics).
Noah Reed
Technical Director
The person who builds the things we promise.
Ten years turning computational design theory into software that actually ships.
Production AI/ML experience across multiple domains. Has built countless SaaS products before.
Knows the difference between a demo and a deployment.
Comfortable explaining technical concepts to non-technical people.
Uncomfortable with technical theater. Will tell you when an idea won't work, and why.
Makes sure our infrastructure doesn't fall over when it gets real traffic.
Ten years turning computational design theory into software that actually ships.
Production AI/ML experience across multiple domains. Has built countless SaaS products before.
Knows the difference between a demo and a deployment.
Comfortable explaining technical concepts to non-technical people.
Uncomfortable with technical theater. Will tell you when an idea won't work, and why.
Makes sure our infrastructure doesn't fall over when it gets real traffic.
What he does: Architects and builds applications from scratch. Owns every technical decision that matters. Leads complex implementations when clients need more than standard consulting.
What he doesn't do: Sell to clients. Pretend every problem needs machine learning (some problems just need better spreadsheets). Build features nobody asked for (we only ship what clients will pay for and use).
What he doesn't do: Sell to clients. Pretend every problem needs machine learning (some problems just need better spreadsheets). Build features nobody asked for (we only ship what clients will pay for and use).
Bring Ideas to Life
Let’s
