There’s a question every business leader should ask themselves:
What do your customers actually value—and are you delivering it?
It sounds simple. Almost too simple. But the gap between what organizations think they’re selling and what customers actually need is where most competitive advantages—and most failures—are born.
I was reminded of this truth in a recent conversation with Lance Cayko a serial entrepreneur, award-winning architect, builder, lecturer, and podcaster who co-founded one of Colorado’s leading design-build firms. His journey is a masterclass in contrarian thinking, customer-first strategy, and the power of doing the basics exceptionally well in an industry that often overlooks them.
What makes his story particularly relevant for executives is this: his firm didn’t win by being the most creative—it won by answering the phone.
Starting in a Recession: The Power of Polarity
Fifteen years ago, in the middle of the Great Recession, most people were pulling back. Businesses were closing. Layoffs were rampant. Fear dominated decision-making.
That’s exactly when F9 Productions was born.
The founder describes himself as a natural contrarian—someone who lives by the law of polarity: when negative things happen, he gets excited, because positive things usually follow. It’s not blind optimism. It’s pattern recognition grounded in physics and human behavior.
He and his business partner had just been laid off by firms run by what he calls “capital-A Architects”—people obsessed with high design, unable to check their egos, and terrible at the fundamentals of business. They cared deeply about aesthetics and awards, but struggled with client communication, responsiveness, and service.
F9 was built as a direct reaction to that model.
The philosophy was simple:
Design excellence is the baseline—not the differentiator.
What sets us apart is how we treat people.
For executives in any industry, that’s a lesson worth internalizing.
The Moment That Changed Everything: Picking Up the Phone
In the early days of F9, the founder noticed something shocking.
When potential clients called, he would answer: “F9 Productions, Lance speaking. How may I help you?”
And over and over, the response was the same:
“Oh my God, thank you for picking up the phone. You’re like the tenth architect I’ve called.”
He turned to his business partner and asked:
“Is it really this simple? Just picking up the phone and responding like a human being?”
The answer, it turned out, was yes.
That single behavior—being accessible, responsive, and treating every client like they matter—became the foundation of F9’s growth strategy. It wasn’t flashy. It wasn’t innovative in the traditional sense. But it was rare in their industry.
And rare wins.
Customer Service as Competitive Advantage
F9 doesn’t just take on high-profile projects. They also work with small business owners caught in regulatory red tape—people who need help adding a door, moving a wall, or navigating occupancy changes that trigger permitting requirements.
These aren’t big moneymakers. But they pay the bills. And more importantly, they generate something far more valuable: trust, loyalty, and word-of-mouth referrals.
Those small clients leave glowing five-star Google reviews. They tell their networks. They become advocates.
And as a result, F9 has won Best Customer Service in Colorado Architecture for three consecutive years.
Let that sink in.
An architecture firm—competing in a field defined by design, creativity, and technical expertise—is winning awards for customer service.
That’s not an accident. It’s a strategy.
The Ego Problem in Professional Services
One of the most candid insights shared in our conversation was about the architecture profession itself.
Architecture schools teach design. They teach theory, aesthetics, spatial relationships, and technical skills. And that’s important—it’s the foundation.
But they don’t teach business.
They don’t teach customer service.
They don’t teach how to run a firm, manage cash flow, or communicate with clients who don’t speak the language of design.
Graduates leave school with “floppy heads,” as he put it—babies in the professional world who need years of mentorship to learn how to walk, then jog, then run.
And too often, the mentors they find are ego-driven practitioners who reinforce the idea that great design is enough.
It’s not.
The rise of podcasts like The Business of Architecture and communities like Entré Architect has started to shift this culture. For the first time, architects are looking inward, asking hard questions about how to build sustainable practices that serve clients and support thriving businesses.
But the shift is slow. And in the meantime, firms like F9 are winning by doing what others won’t: putting the client first.
What Architects Do That Most People Don’t See
Here’s something most business owners don’t realize:
Almost every commercial project—no matter how small—requires an architect at some point.
Want to add a door to the outside of your building?
You might need an architect.
Changing your business from a hair salon to a small library?
You’ll likely need a life safety plan reviewed by a licensed professional.
Demolishing a wall and adding electrical outlets?
That could trigger permitting requirements that demand architectural drawings.
The problem is that many business owners don’t know this until it’s too late.
They sign a lease. They hire a contractor. They assume they’ll be open in 90 days. And then they hit a wall—literally and figuratively—when the city says, “You need an architect.”
By that point, they’ve already started paying rent. The clock is ticking. And what should have been a 90-day timeline turns into six months or more.
The lesson for executives?
Before you make changes to your physical space—whether it’s an office, retail location, or production facility—talk to an architect and your local building department first.
Ask what’s required. Be transparent about your plans. Get clarity upfront.
It’s a small step that can save thousands of dollars and months of delays.
Designing Homes for Life—Not Just for Now
While F9 works on commercial projects, a significant portion of their portfolio is residential—custom single-family homes, multifamily developments, and builder-level houses that get replicated dozens or even hundreds of times.
Some of his peers look down on builder-level work. They see it as less prestigious than signature public buildings or high-design custom homes.
But he sees it differently.
When you design a home that gets built 100 times, and you get the floor plan right—so that families don’t need to tear down walls in 10 or 20 years—you’ve done something profoundly sustainable.
You’ve reduced waste. You’ve minimized embodied carbon. You’ve created spaces where people will be born, grow up, make life-changing decisions at the kitchen table, and possibly even pass away.
That’s impact.
And it’s a reminder that sustainability isn’t just about materials or energy efficiency. It’s also about designing spaces that last—functionally, emotionally, and structurally.
The Shift Toward Multigenerational Living and ADUs
One of the most exciting trends in residential design right now is the rise of Accessory Dwelling Units (ADUs)—small, secondary homes on residential properties, often called mother-in-law suites or carriage houses.
In Colorado, the governor signed a law requiring that every residential parcel allow at least one additional dwelling unit. Cities are adapting their codes accordingly.
And the demand is surging.
Baby boomers want to live near their adult children—but not too close. Families want autonomy and independence while still having support nearby in case of emergencies.
ADUs solve that problem beautifully.
They’re typically 500 to 1,000 square feet, one or two bedrooms, and designed to maximize light, air, and livability in a compact footprint.
For executives thinking about real estate, workforce housing, or even employee benefits, ADUs represent a fascinating opportunity. They’re affordable, flexible, and aligned with shifting cultural norms around family, aging, and housing.
The Hardest Project—and the Biggest Payoff
Not every project goes smoothly. And sometimes the hardest ones teach the most valuable lessons.
After F9’s first tiny house went viral—featured in Dwell magazine, winning awards, and landing them on HGTV—Subaru called with an offer.
They wanted two tiny houses. Each 50% bigger. With foldable decks, railings, stairs, and rooftop performance stages for rock bands. And they needed them fast.
The founder’s instinct was to say no. The first build had been grueling—physically exhausting, technically complex, and filled with invention at every turn.
But his business partner saw the opportunity. And the number Subaru agreed to was too good to pass up.
So they said yes.
The build was brutal. Long nights. Physical strain. Custom springs, hidden doors, and engineering challenges no one had solved before. And in the middle of it all, his partner’s wife had a baby, who ended up in the hospital, flown by helicopter.
But they finished.
And in hindsight, it was worth it.
The project brought massive visibility. Hundreds of thousands of people saw the houses as they toured the country. And the financial payoff gave F9 the capital they needed to buy land and become full-fledged real estate developers.
The takeaway?
Sometimes the projects that feel impossible are the ones that unlock the next level of growth.
The Executive Takeaway
If you lead a business—in any industry—here’s what this journey reinforces:
- Customer service is a competitive advantage, even in fields where it’s not expected
- Answering the phone and being responsive can differentiate you more than technical excellence alone
- Ego is expensive—humility and client focus build sustainable businesses
- Small clients matter—they generate referrals, reviews, and long-term loyalty
- Proactive planning saves money—whether it’s permitting, design, or strategy
- Hard projects often lead to breakthrough growth—if you’re willing to endure the pressure
Most importantly:
Your customers don’t care how much you know until they know how much you care.
That’s not a platitude. It’s a business model.
And in a world where everyone is competing on features, speed, and price, caring might just be your unfair advantage.
Listen to the full episode on C-Suite Radio: Disrupt & Innovate | C-Suite Network
Watch the episode: DI 132 “How Architects Are Revolutionizing Design & Customer Service in Construction | Lance Cayko”
This article was drafted with the assistance of an AI writing assistant (Abacus.AI’s ChatLLM Teams) and edited by Lisa L. Levy for accuracy, tone, and final content.
