May 1, 2006
First person: A room of their own | A marketing firm renovates an old foundry to create an office with the right character for creative thinking
By Judy Trepal
Co-founder, Ethos Marketing and Design, Westbrook
Six years ago, we founded Ethos Marketing and Design on the belief that integrity, accountability and client results are what matter. By dictionary definition, ethos (n.) is the distinguishing character, sentiment or guiding beliefs of a person, group or entity. As strategic marketers, we create brands that are based on a client's core truth, unique point of difference and ethos.
As this idea grew, so did Ethos Marketing and Design. Soon we were pushing the limits of what our original, 3,800-square-foot office could accommodate. We realized that our existing space was not going to provide a long-term solution for our company. So in 2004, when we created our strategic plan, we envisioned a new space that would be true to our brand and communicate our ethos. Finding and creating the right space would be a challenge, though.
There is nothing more important to the long-term success of an organization than discovering, developing and then fostering a work environment that allows it to accomplish great things. For Ethos, what we do and how we do it was critical to determining our needs in a new space. Our marketers and creative workers are big-picture strategists who build brands and then bring those brands to life. To insure both groups could collaborate and maintain the focus necessary for creating outstanding materials, our new space had to support and nurture creativity.
Ethos is owned and managed by a group of four founding partners: Ted Darling, Heidi Love, Glenn Rudberg and me. We all hail from diverse backgrounds with different approaches. Yet, we all demand that good strategy be the backbone for everything that we do, and we each have unique and complementary skills that allow us to see problems and opportunities from several points of view.
Finding a new space and relocating could have been an enormous strain if the four of us had not been able to collaborate, delegate and focus so as not to lose touch with our business. We trust and value each other's opinions and are able to come to a consensus. This, I believe, is key to the success of our agency and more specifically, the ideal strategy for finding and creating a home for our business.
After we identified the need for new space, the next step was looking at our options. In June of 2004, we began to research the Portland area to see what was available for purchase or lease. The vision was a space that had a unique location, architectural character or an interesting history ˆ which was not easy to locate. We wanted to renovate an existing building rather than construct a new one. Our growth plan called for a space that could accommodate 25-30 people, and we were looking for approximately 5,000-6,000 sq. ft. Finding a space of that size in the Portland area ended up being quite a challenge, and we searched for a property for over eight months.
Most of the space we saw was bigger than we needed. We received all kinds of calls about 10,000-square-foot locations from brokers, business associates and even family members. "Maybe you can find a tenant?" they said. But did we really want to be a landlord? Would we need to hire a management firm? We'd also find 4,000-square-foot spaces and consider adding on down the road, but that seemed like a repeat of our first experience. There was always a hurdle.
The search
The building itself wasn't only important to us; we also wanted a location that delivered on certain points. We wanted to be in an active and vibrant downtown, we wanted access to recreation areas and open space. We wanted a place that was easy for our employees and clients to get to. With this in mind, we narrowed our search to a 20-mile radius of our existing space.
Because of its location, burgeoning business economy, and reclaiming of green spaces and recreational areas, Westbrook was looking more and more like the best opportunity for us. But finding the right space was still a challenge.
When we had exhausted all of the properties on the market, I would drive around Westbrook with Jim Harnden, our realtor at Ram Harnden Commercial Real Estate in Portland, and point out buildings I liked. Jim would go to City Hall and find out who owned it and then write a letter asking about the property. A few times, we were able to see properties before they were even listed. But still, it looked like we'd never find the right fit.
But with tested patience, we did: 907 Main St., Westbrook. The building, originally built as a foundry in the 1830s, had seen it share of use and misuse over the last 170 years. It was a little rough around the edges, but I could see the potential in its soaring ceilings and open warehouse space, which would be transformed into a mecca of creative energy. From an often frustrating and painfully slow search process, things started moving very fast. Again, it was great to have partners that could bring in expertise, especially in the negotiation and financing of the project.
As with any real estate transaction, there is a period of due diligence to make sure there are no surprises. Because of the age of the building, we had to make sure that it was environmentally sound. Once you buy a building, you buy its history. At the same time, we started to work with our architect, Michael R. Charek, to help put together a plan for the space.
For us, purchasing the building was only one piece of the entire project. We also had significant renovation costs to consider, and our goal was to be "all in" for less than $120 per square foot. Mike Charek and our general contractor, Dave O'Connell of Benchmark Construction in Westbrook, came up with cost estimates for what we wanted to accomplish in the space.
It was critical for us to make sure that we could afford the renovation before we moved forward with purchasing the building. This all happened in a short period of time, so it helped that we already had an architect and builder lined up. When we were ready, so were they.
Caves and commons
Of the 6,000 sq. ft. we had to work with, 2,800 had been used primarily as a warehouse for the last few decades. All of the first-floor windows had been bricked in, the walls were completely uninsulated, and the building had a barren, concrete floor. Yet the high ceilings, exposed brick, unique collar ties and views of the Presumpscot River inspired me.
With all of this potential, the challenge now was staying on budget. To accomplish this, one of our partners, Ted Darling, purposely kept himself detached from the emotional pull of the project almost until the day we moved in. This allowed him to keep our financial model in check and push back on parts of the project when needed. For example, we opened only six out of the 10 windows that were bricked over, a plan for an expansive open stairway that connected the two floors did not become a reality, and new bathrooms with showers didn't happen. These were just a few of the "nice to haves" that ended up not making the cut, at least for now. Having Ted's voice was critical to keeping the project moving and keeping us within budget.
Collaboration is a big piece of what we are about here at Ethos, both internally and externally. We are motivated by our clients' successes and wanted our new space to reflect that. We also wanted to understand the best practices in our industry. How do the most successful, creative marketing agencies in the country work and in what kind of space? Through business networking, we conducted research on how others built creative spaces.
The insight that came from this process was a concept called "caves and commons," which combines smaller personal spaces with larger public spaces in order to provide variety and encourage fresh thinking. Further, it allows your staff to intermingle, because designers, copywriters and creative directors all share the same space. We really wanted an environment where we are interacting and collaborating just by the nature of how our desks are set up.
The second part of that was to create other common spaces where people could meet and work together. Today, when clients walk in the door, they immediately get a sense of who we are. They see an integrated, energetic space that is inviting and encourages them to walk right into the process.
One of the specific things that came out of these ideas were the custom built, 8-foot-round workstations for our creative team. Each unit accommodates four employees and also reinforces the collaborative framework for our business. Round is a big piece of our brand ˆ it's about collaboration, it's about circles. Not only did this design deliver on strategy, but it also is highly functional because it provides a more efficient use of space. It just felt more like us without corner offices and standard cubicles.
To summarize our timeline, we identified the need to relocate during the summer of 2004 and we found 907 Main St. in October of 2005. We closed on the property in late November last year and renovation began December 1. We moved into our new space on Feb 3, 2006.
So what insight can I pass along? When you find a space, make it your own. Think about your brand and mold everything in your work environment around that. It's not about any specific task or function of your work, it's about the aura of the space. Nor is it about being posh or glitzy, but rather about being comfortable. Our clients find us firmly grounded, refreshingly flexible, as well as easy and fun to work with. Today, every inch of our new space reinforces our ethos. There's not a lot hidden here, and that's by design.
At the end of the day, if we all left and took the sign off the wall, anyone could walk into our building and get a feel for who we are. That puts our employees at ease and lets our clients see what a brand can be. Defining your brand, establishing your unique point of difference and finding your own ethos is both powerful and empowering. It gives you the ability to make hard choices. In a world of infinite possibilities, being able to focus and get to a decision faster can make all the difference.
Six years ago, we founded Ethos Marketing and Design on the belief that integrity, accountability and client results are what matter. By dictionary definition, ethos (n.) is the distinguishing character, sentiment or guiding beliefs of a person, group or entity. As strategic marketers, we create brands that are based on a client's core truth, unique point of difference and ethos.
As this idea grew, so did Ethos Marketing and Design. Soon we were pushing the limits of what our original, 3,800-square-foot office could accommodate. We realized that our existing space was not going to provide a long-term solution for our company. So in 2004, when we created our strategic plan, we envisioned a new space that would be true to our brand and communicate our ethos. Finding and creating the right space would be a challenge, though.
There is nothing more important to the long-term success of an organization than discovering, developing and then fostering a work environment that allows it to accomplish great things. For Ethos, what we do and how we do it was critical to determining our needs in a new space. Our marketers and creative workers are big-picture strategists who build brands and then bring those brands to life. To insure both groups could collaborate and maintain the focus necessary for creating outstanding materials, our new space had to support and nurture creativity.
Ethos is owned and managed by a group of four founding partners: Ted Darling, Heidi Love, Glenn Rudberg and me. We all hail from diverse backgrounds with different approaches. Yet, we all demand that good strategy be the backbone for everything that we do, and we each have unique and complementary skills that allow us to see problems and opportunities from several points of view.
Finding a new space and relocating could have been an enormous strain if the four of us had not been able to collaborate, delegate and focus so as not to lose touch with our business. We trust and value each other's opinions and are able to come to a consensus. This, I believe, is key to the success of our agency and more specifically, the ideal strategy for finding and creating a home for our business.
After we identified the need for new space, the next step was looking at our options. In June of 2004, we began to research the Portland area to see what was available for purchase or lease. The vision was a space that had a unique location, architectural character or an interesting history ˆ which was not easy to locate. We wanted to renovate an existing building rather than construct a new one. Our growth plan called for a space that could accommodate 25-30 people, and we were looking for approximately 5,000-6,000 sq. ft. Finding a space of that size in the Portland area ended up being quite a challenge, and we searched for a property for over eight months.
Most of the space we saw was bigger than we needed. We received all kinds of calls about 10,000-square-foot locations from brokers, business associates and even family members. "Maybe you can find a tenant?" they said. But did we really want to be a landlord? Would we need to hire a management firm? We'd also find 4,000-square-foot spaces and consider adding on down the road, but that seemed like a repeat of our first experience. There was always a hurdle.
The search
The building itself wasn't only important to us; we also wanted a location that delivered on certain points. We wanted to be in an active and vibrant downtown, we wanted access to recreation areas and open space. We wanted a place that was easy for our employees and clients to get to. With this in mind, we narrowed our search to a 20-mile radius of our existing space.
Because of its location, burgeoning business economy, and reclaiming of green spaces and recreational areas, Westbrook was looking more and more like the best opportunity for us. But finding the right space was still a challenge.
When we had exhausted all of the properties on the market, I would drive around Westbrook with Jim Harnden, our realtor at Ram Harnden Commercial Real Estate in Portland, and point out buildings I liked. Jim would go to City Hall and find out who owned it and then write a letter asking about the property. A few times, we were able to see properties before they were even listed. But still, it looked like we'd never find the right fit.
But with tested patience, we did: 907 Main St., Westbrook. The building, originally built as a foundry in the 1830s, had seen it share of use and misuse over the last 170 years. It was a little rough around the edges, but I could see the potential in its soaring ceilings and open warehouse space, which would be transformed into a mecca of creative energy. From an often frustrating and painfully slow search process, things started moving very fast. Again, it was great to have partners that could bring in expertise, especially in the negotiation and financing of the project.
As with any real estate transaction, there is a period of due diligence to make sure there are no surprises. Because of the age of the building, we had to make sure that it was environmentally sound. Once you buy a building, you buy its history. At the same time, we started to work with our architect, Michael R. Charek, to help put together a plan for the space.
For us, purchasing the building was only one piece of the entire project. We also had significant renovation costs to consider, and our goal was to be "all in" for less than $120 per square foot. Mike Charek and our general contractor, Dave O'Connell of Benchmark Construction in Westbrook, came up with cost estimates for what we wanted to accomplish in the space.
It was critical for us to make sure that we could afford the renovation before we moved forward with purchasing the building. This all happened in a short period of time, so it helped that we already had an architect and builder lined up. When we were ready, so were they.
Caves and commons
Of the 6,000 sq. ft. we had to work with, 2,800 had been used primarily as a warehouse for the last few decades. All of the first-floor windows had been bricked in, the walls were completely uninsulated, and the building had a barren, concrete floor. Yet the high ceilings, exposed brick, unique collar ties and views of the Presumpscot River inspired me.
With all of this potential, the challenge now was staying on budget. To accomplish this, one of our partners, Ted Darling, purposely kept himself detached from the emotional pull of the project almost until the day we moved in. This allowed him to keep our financial model in check and push back on parts of the project when needed. For example, we opened only six out of the 10 windows that were bricked over, a plan for an expansive open stairway that connected the two floors did not become a reality, and new bathrooms with showers didn't happen. These were just a few of the "nice to haves" that ended up not making the cut, at least for now. Having Ted's voice was critical to keeping the project moving and keeping us within budget.
Collaboration is a big piece of what we are about here at Ethos, both internally and externally. We are motivated by our clients' successes and wanted our new space to reflect that. We also wanted to understand the best practices in our industry. How do the most successful, creative marketing agencies in the country work and in what kind of space? Through business networking, we conducted research on how others built creative spaces.
The insight that came from this process was a concept called "caves and commons," which combines smaller personal spaces with larger public spaces in order to provide variety and encourage fresh thinking. Further, it allows your staff to intermingle, because designers, copywriters and creative directors all share the same space. We really wanted an environment where we are interacting and collaborating just by the nature of how our desks are set up.
The second part of that was to create other common spaces where people could meet and work together. Today, when clients walk in the door, they immediately get a sense of who we are. They see an integrated, energetic space that is inviting and encourages them to walk right into the process.
One of the specific things that came out of these ideas were the custom built, 8-foot-round workstations for our creative team. Each unit accommodates four employees and also reinforces the collaborative framework for our business. Round is a big piece of our brand ˆ it's about collaboration, it's about circles. Not only did this design deliver on strategy, but it also is highly functional because it provides a more efficient use of space. It just felt more like us without corner offices and standard cubicles.
To summarize our timeline, we identified the need to relocate during the summer of 2004 and we found 907 Main St. in October of 2005. We closed on the property in late November last year and renovation began December 1. We moved into our new space on Feb 3, 2006.
So what insight can I pass along? When you find a space, make it your own. Think about your brand and mold everything in your work environment around that. It's not about any specific task or function of your work, it's about the aura of the space. Nor is it about being posh or glitzy, but rather about being comfortable. Our clients find us firmly grounded, refreshingly flexible, as well as easy and fun to work with. Today, every inch of our new space reinforces our ethos. There's not a lot hidden here, and that's by design.
At the end of the day, if we all left and took the sign off the wall, anyone could walk into our building and get a feel for who we are. That puts our employees at ease and lets our clients see what a brand can be. Defining your brand, establishing your unique point of difference and finding your own ethos is both powerful and empowering. It gives you the ability to make hard choices. In a world of infinite possibilities, being able to focus and get to a decision faster can make all the difference.
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