After three decades of navigating the complex world of global architecture and design firms, Mia Marshall took a bold step in 2021 to launch her own venture, Marshall Design + Management. With a career spanning six major architecture companies and leadership positions at firms like Nelson and MZA, Mia has cultivated an approach that seamlessly blends creative vision with practical execution. Now as the founder of her Bellevue-based firm, she brings her expertise in interior design, architectural planning, and real estate development to clients across the Pacific Northwest. In this exclusive follow-up interview, Mia shares the invaluable lessons she’s carried from corporate environments to entrepreneurship and how building meaningful relationships remains at the core of her business philosophy regardless of project scale or economic climate.
Six years ago, we spoke when you were joining MZA. What ultimately inspired you to leave the global firm environment and start Marshall Design + Management in 2020?
First, my professional path is something I am extremely proud of and grateful for, and I wouldn’t change a thing, even if I could. I needed all 30 years of those experiences to get to where I’m at today, and the success I’m enjoying as a business owner. It was really just a matter of finally being the perfect timing for me, leaving the global environment, and turning that formal training into being a successful entrepreneur. In the end, it’s given me a great deal of freedom to serve clients in a robust, customized way.
You’ve worked at six major architecture companies over 30 years before launching your own firm. How did each step in that journey prepare you for entrepreneurship?
During my 30-year career, I’ve been fortunate to hit just about every rung of the professional ladder — from entry-level design positions to executive leader managing regional operations for global-sized businesses. I was blessed with having some of the best management and design mentors in the industry. That was all part of my long-term business education leading up to running my own business today. There’s just a time when you have to take a leap of faith and do it, and I’m so glad I made that decision nearly five years ago.
In a previous interview, you mentioned creating an interior design service line at MZA Architecture. How did that experience influence your approach when founding your own company?
Working at MZA was wonderful, and my time there provided a well-rounded experience in so many ways. For example, MZA gave me invaluable experience working on ground-up high-rise projects, in both multi-family and hospitality. This was incredibly beneficial to my career having the opportunity, as an interior designer, to collaborate with architects on these new mixed-use towers. It’s a skill set I use most every day in my current role as business owner.
Your LinkedIn profile mentions your passion for “solidifying trusted relationships.” How has your relationship-building philosophy evolved from your time at large firms to running your own business?
I’ve been very fortunate to have been fully invested in business development for the past 20+ years. I have always placed a premium on listening to what clients really want and need, and you can only do that by forming lasting relationships. At the end of the day, making connections and collaborating effectively is the lifeblood of our business — whether it’s with clients, team members, project partners, or other industry professionals. Everyone in your circle plays a critical role in your success, and this is something I realized very early on and practice every day.
You’ve expanded your services beyond interior design to include real estate development and architectural planning. What drove this decision, and how has it shaped your client relationships?
One of the benefits of having worked for global firms is that I’ve been able to develop a close-knit network of industry connections and resources. My clients have diverse needs well beyond interiors, so that was the driver to expand our services using my network of talented team members, consultants, and partners. In my position, as service provider in the built environment, I leverage these relationships to first break down clients’ needs and then develop comprehensive solutions so that the project moves forward successfully. It’s a seamless process, really, as we’re all invested in delivering a project that ultimately exceeds our clients’ expectations.
Your website mentions that you’re “a seasoned designer, manager, and problem solver – from design through delivery.” How do you balance what you call “the analytic, logical, and organized qualities of the left brain and the creative, imaginative, and intuitive qualities of the right brain” in your daily work?
We all have a limited set of superpowers, and one of my superpowers is the fusion of left-brain/right-brain in project delivery of design and management. Most managers are one or the other, but my unique career path enabled me to build a diverse range of expertise, in countless areas to create that creative and logical synergy that propels my projects. I work very hard at orchestrating the team, and thrive on bringing talented specialists together in perfect unison. I balance the left- and right-brain thinking in everything I do throughout the day – it just comes naturally. It’s an approach that has served me well in my career.
You’ve worked with clients of various scales in both the public and private sectors. What are the key differences in approach when managing these diverse projects?
Pursuing public work is quite different than developing new business in the private sector, especially in terms of timing and protocol, not to mention how you balance the analytical with the creative and intuitive side of the brain. In the end, every project boils down to the client no matter if they are a public or private entity. It’s all really just about relationships, the project goals, and how we work together to drive success for the client to best support their business.
One of your testimonials mentions having completed over 15 projects totaling over 500,000 square feet with the same construction partner. What’s your secret to maintaining such long-term professional relationships?
I don’t know if there’s a hard-and-fast secret, but I will say that having strong, collaborative relationships in the C-Suite, with like-minded executives, is critical to success. When you build trust and loyalty with decision makers, people who can really see your commitment to their goals and bottom line, it goes a long way to building long-time client partnerships.
What are the most valuable lessons from your global firm experience that you’ve implemented in your own company?
I had the luxury of being responsible for just about every operational aspect of the business over the past 15 years of my career. It’s provided an amazing training ground for owning and running my own company. There’s really nothing that can replace hands-on experience, so I’m incredibly thankful for those executive positions that paved the way to where I am at now. This isn’t usually a luxury of large firm executive positions, but now that I have my own firm I can stay close and highly involved with every project to make sure what’s being delivered is something that makes me proud of meeting and exceeding my client’s goals.
Your company values include being “relationship focused” and having a “service commitment.” How do these principles translate into your day-to-day business operations?
Leading a small business really puts a finer focus on service and quality, and not taking anything for granted in the client-consultant experience. I constantly like to ask myself: “If I were the client, how would I like to be treated, and what do I think is most important from a service-delivery standpoint?” I try to put myself in my clients’ shoes on a daily basis, and that really helps drive our team’s commitment to excellence.
In a recent profile, you advised new designers that “it’s about taking care of clients and building relationships, not always about the glitz and glam.” Can you elaborate on how you’ve seen this play out in your own career?
I think every young designer, at some point, dreams of working for a fancy, big-brand global firm or leading design on a flashy, high-profile project. I certainly did. While that’s no doubt exciting, I focus much more these days on working with talented people, for great clients, and to make a difference in their business growth plans. These are the things that drive me, bring me energy, and feed my soul.
How do you structure your small business to compete with the resources and scale of the global firms you once worked for?
I have an absolutely amazing team, both on the client service side as well as those who help support my operations and growth. Small businesses like mine have so many inherent advantages over global providers and I have been successful in marketing those advantages to our clients. And since we are a client-driven business, our successful projects beget more projects. Most of all, though, I look to build relationships with team members, clients and partners who have the history, experience, and ability to grow with me.
Having experienced both global and boutique environments, what do you see as the future of the architecture and design industry? Are there advantages to either model?
First, I think there’s always going to be a place for both global firms and boutiques to thrive in the marketplace, although the balance does ebb and flow from year to year. Lately, there’s been a bit more attention given to big, multi-market firms, but it could be trending back soon. At the end of the day, it’s really up to small business owners like me to point out to clients the variety of reasons the efficient and experienced, small business model is a better fit for their goals. It’s an opportunity I embrace each and every day.
You’ve weathered multiple economic cycles in your 30-year career. What business operation skills have proven most valuable during challenging market conditions?
Again, there’s a premium to knowing a lot about most everything and having a diverse set of experiences to bring to your clients and their projects. I think being nimble, seeing the forest from the trees, and having confidence in your ability to deliver expertise to most any project challenge, is what today’s clients are seeking. It’s something they don’t teach you in school, and real-life experiences can’t be replaced.
What advice would you give to professionals currently working at large firms who dream of starting their own practice?
In the spirit of what we talked about above, regarding diverse skill sets, I recommend young professionals avoid getting too narrow and focused on one aspect of design. I encourage them to seek, find, and take advantage of every possible opportunity to build experiences, because you never know when you’ll leverage those skills later in your career. Raise your hand early and often, make yourself uncomfortable, and seek out good mentors who support your hunger for learning. It’s really as simple as that.
