Today we’d like to introduce you to David Charette
David, we appreciate you taking the time to share your story with us today. Where does your story begin?
I launched Britto Charette with my partner in 2010, during the financial collapse of the economy. It was a scary time for me because starting this new company meant I was leaving my secure job in a large architecture and engineering firm and starting up in a new market sector for me: luxury residential.
One of the motivators for starting my own firm was the idea of doing not just residential design but also industrial design, getting it completed, and then receiving the credit for my work. One of the issues with working for large firms is that while AIA guidelines require all people to be credited, it isn’t always true. It doesn’t necessarily happen. There’s a constant battle to be seen and to be recognized for your talent and contributions. This can be challenging for a young person, as it was for me. Ultimately, working for someone else definitely has benefits, but I was no longer comfortable with the idea that my career was driven so much by other people. So that was the beginning of my story, my desire to chart a path to become more independent and therefore to be recognized for what I was contributing to design. It was also motivation driven by exhaustion of the politics that are inherent in a large practice. I didn’t want to deal with the political chaos of a large firm.
There’s a reason boutique firms exist. Often at A&E firms, very little of what you design actually gets built and when it DOES get built, other people will receive credit for it. Professional practice in those large firms is not about sharing. We need honesty and transparency about this. As an employee at one of those firms, you need to know how to navigate the game and to figure out how to make a name for yourself, because it will be reflected in your income, future job prospects, and opportunities. If you’re not credited for your work, how will you get more work? It becomes a vicious cycle. It’s not being egotistical to want the recognition. If you don’t care, your future will be limited and you’ll always be working for someone else or another firm.
What I love about owning my own firm is the chance to design interiors and to create industrial designs as well. I love the collaboration and the energy. And seeing the Britto Charette name on our final projects and products is absolutely thrilling.
Alright, so let’s dig a little deeper into the story – has it been an easy path overall and if not, what were the challenges you’ve had to overcome?
One obstacle that designers like me face is the overly-determined process of becoming licensed, as either an interior designer or architect, and staying licensed, as the testing does not reflect what professional practice requires of you. You practice standard of care for the state in which you’re licensed. And states have different standards because of differences in weather, soil, earthquake and fire risk, etc. So what you need to know from state to state can be vastly different. Also, one key aspect of being a licensed architect is you don’t touch civil. Yet it is in the exam. The thing you’re not supposed to do, is in the exam and you have to understand its complexities inside and out in order to pass. Why? I would argue that there’s a difference between understanding terminology and concept and being able to communicate with a civil engineer vs actually having to perform the calculations—but the exam requires those calculations.
The core element–the singular purpose of licensure–is to protect people; it’s all about life safety. However, there are architectural history questions on the exam—and I love arch history—but what does that have to do with protecting the general public? We aren’t here to discuss what’s great design. We’re here to protect the public. Every time someone puts the exam together it needs to gauge whether each question protects the public. Instead, in my opinion, the exam is geared for someone who knows how to take tests, not necessarily for someone who is going to understand professional practice. So make the exam reflect professional practice and that core element: life safety. Because my purpose, and the purpose of everyone else taking the exam to be licensed, is to protect the public.
Another obstacle/challenge for interior designers and architects is that, unfortunately, academia often doesn’t prepare you for professional practice. You should walk out of university with a clear idea of market sectors and the actual impact of what happens in an office setting. Otherwise it’s like saying you’re going to be a doctor but you’ve never been educated on the differences in the disciplines.
Alright, so let’s switch gears a bit and talk business. What should we know?
My previous 20 years of experience, where I worked overseas and in a variety of market sectors and firms of different sizes; my education; my time spent studying architecture in Florence—all allowed me to gain a perspective that has really helped me in my role as interior designer and principal of my firm. That experience doesn’t make me an expert in all sectors, but it gave me the ability to decide what is best for me, my skill set, and profitability.
As a business owner, you’ll discover what you are good at and then delegate what you’re not good at. It’s really important to figure out how to shine and how to help others who work for you excel and shine as well. Each market sector is so unique. And it’s true that you can’t do it all; it’s impossible. So the question is, how do you compose, keep, and mentor a team? You let the members play to their strengths.
And that translates into how I approach my work and my understanding of how to accomplish my goals. I have a clear understanding of what I can do that others can’t. I accept what I’m good and what I’m not good at. I encourage my team and other aspiring designers and architects to “nurture what you’re good at.” Find your potential. And set it up so it’s clear to clients and your team. Put yourself into a position to do what you’re good at and don’t be afraid of change. That way you’ll ensure you’re not taking just any job that comes along. Ask yourself: “How do I put myself into a position where I can create my best work and also get credit for the work? Make opportunities for excellence.
Is there a quality that you most attribute to your success?
Managing an interior design firm involves many very obvious pieces/qualities that you can see if you check out a design portfolio: beautiful interiors, furniture, etc. But there are so many essential aspects that are hidden– the day-to-day operational components that you can’t see. The top ones? Managing liability, managing client expectations, mentoring and managing your team’s goals and expectations, and profitability. And for me and our for our team at Britto Charette, the essential quality is to create innovative design where AT LEAST one thing in every project we produce is custom/unique and is solely for that job–meaning it’s exclusive and no one else in the world will have it. That special, exclusive luxury, coupled with the great and respectful relationships we establish with our clients, is what sets our firm apart from the competition.
Contact Info:
- Website: https://www.brittocharette.com
- Instagram: https://www.instagram.com/brittocharette/?hl=en
- Facebook: https://www.facebook.com/BrittoCharetteLlc/
- LinkedIn: https://www.linkedin.com/in/david-charette-02b0494/
- Youtube: https://www.youtube.com/watch?v=JRd2isWOIT8
