Beyond Boundaries: Elevating Your Podcast With Diversity Of Ideas With Lance Cayko Of Inside The Firm

There is so much abundance in the world that if you just look closely, you will likely gain a lesson, experience, or an idea to elevate your life. In the world of podcasting, you will find these ideas to improve your show everywhere. This episode’s guest is proof of that. In today’s show, Lance Cayko gives an inside tour into what it takes to grow one of the top five architectural podcasts out there, Inside the Firm. He highlights the diversity of ideas in his journey of co-founding a design + build firm and co-hosting a podcast, where he showcases the value of networking and masterminds to create more opportunities to get yourself out there. So be sure to follow this conversation to gain great insights to elevate your podcast and more!

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Beyond Boundaries: Elevating Your Podcast With Diversity Of Ideas With Lance Cayko Of Inside The Firm

I have Lance Cayko as our guest here talking about Inside The Firm. I love that title. It has great implications. It’s about his architectural firm. it’s definitely about a firm and it has such nice insights and real authentic openness that makes it unusual in the scope of all the other ones out there trying to get clients and do other things in his industry. He’s got real transparent there in a wonderful way. Let me tell you a little bit about Lance.

Lance Cayko is a multi-talented serial entrepreneur, architect, builder, lecturer and podcaster. He has a diverse background in architecture, construction real estate development. He’s the CoFounder and Partner of F9 Productions, a widely successful design plus build firm in Longmont, Colorado. He specializes in single-family, residential multifamily, residential and small commercial projects.

In addition to his work at F9, he has a family of six. His wife is pretty busy and an active member of his community and a respected industry leader. That’s where this podcast comes in because he routinely lectures at the University of Boulder. He has a professional community in the architecture community. This podcast is a driver for more speaking events and other things that he might do in and around the industry.

As the co-host of Inside The Firm, he has a co-host along with him, Alex Gore. They do a lot of conversation together about the challenges and the things that they’re facing. It’s a popular architectural business podcast with insights and advice on not just architecture, but entrepreneurship and small business ownership in general. One of the things I think is sorely end mess estimated in the podcasting world is how a popular podcast, an interesting and insightful podcast like Inside The Firm, can lead you to not just better clients and more clients, but to better employees who want to stick around because of you being transparent and talking about the business openly.

It’s one of the things that we use here with our staff of over 80 at Podetize. Here I am talking on the show and Feed Your brand. Our staff is intimately involved in understanding what’s driving things, what clients are thinking about and what we’re thinking about. This is a high value to having a firm-based or company-based podcast of some guide. I’m excited that we can talk, plus I have a background where I love architecture in general, building and furniture, which is where I come from. Lance and I bonded, I’m sure you’re going to enjoy this episode. Let’s talk to Lance Caycko, Inside The Firm.

About Inside The Firm Host Lance Cayko

The Binge Factor | Lance Cayko | Lance CaykoLance Cayko is a multi-talented serial entrepreneur, architect, builder, lecturer, and podcaster He has a diverse background in architecture, construction, real estate development and is the co-founder and partner of F9 Productions Inc., a wildly successful design + build firm based in Longmont Colorado, specializing in single family residential, multi-family residential and small commercial projects.

Before earning a degree in Building Construction Technology from the North Dakota State College of Science, Lance worked in nearly every trade of construction. He then continued his education and earned a Bachelor of Science in Environmental Design and a Master of Architecture from North Dakota State University, culminating with him graduating at the top of his class and earning the coveted McKenzie Thesis Award for the most outstanding thesis project.

After college, Lance worked in various architecture firms and roles in the construction industry before co-founding F9 Productions in 2009 with his business partner Alex Gore. Since then, the company has grown to become one of the premier design + build firms in the region, with a reputation for quality craftsmanship, innovative design, and exceptional customer service.

Follow Lance Cayko on Social: Facebook | Instagram | LinkedIn | YouTube

Lance, thanks for coming and talking Inside The Firm. I love that name because it has that connotation to the firm, but it is so different. When I was running a design firm, I didn’t consider it an agency. I didn’t consider it a business. It seemed like a different entity. A firm is a much more accurate description.

I’m glad you agree because I second-guess myself sometimes. I think the name is catchy too. It rolls off the tongue nicely where it’s like, “What do you call an architecture firm? Do you call it an architecture firm? Do you call it an architecture practice?” They tell us in school and even my colleagues that I speak with and talk with all the time that with practicing architects, we’re always practicing. It’s like a doctor. You’re practicing medicine. You’re continually getting better. The idea with the firm as is in the name in itself was we wanted to bring people inside an architecture firm, whether they were people that have worked in owned firms for a long time or they were starting a business or they were thinking about starting a business or even college students.

We have a lot of readers who end up being college students and we inspire in that way. The overall arching point of it was twofold. 1) To bring people in and give them an inside look because up until my generation and maybe Gen X, I was in between Millennial and Gen X, the way architecture practices or design firms were run and how they work is felt like everybody had to have hold everything very close to their chest. That’s the opposite of what Alex and I have always thought about is we believe in a world of abundance. One of my favorite Bible verse is Genesis 1:28, “Be fruitful and multiply.”

I don’t believe in this idea of scarcity. I think nature and we’re from nature, there’s plenty to go around for everybody. What is it going to hurt if we’re giving out, not even trade secrets, but how we’re working? At the end of the day, I want there to be better architects. I don’t want there to be, “I’m tired of contractors pitted against architects, and vice versa.” I’m sure you’re aware of that as somebody who is getting furniture fabricated in the field.

The second part of it was the big goal of it was the Gen Z and Millennial generations I feel like are very dejected in a lot of ways where there’s this victimhood mentality and like, “Capitalism is all bad.” It’s like, “Yes, there’s big problems with capitalism, cronyism.” The idea that the American dream is dead is I think a falsity. I believe that our story especially came from we had no clients when we first started. We had nothing. We started in the middle of The Great Recession. If we can do it, surely other people can do it too. We’ve gotten so much fan mail and people contacting us for all kinds of amazing advice and thanking us for laying it all bare and making it happen in that way with the show.


The Binge Factor | Lance Cayko | Lance Cayko


It’s necessary. The particular dynamics of it is often people want to be a celebrity. That’s our influencer celebrity model. That’s what every CEO thinks they have to be nowadays. In an architecture firm, I know, there are a lot of egos already. A design firm is the same. If you can’t collaborate, if you can’t get over that and you can’t start working together, you don’t achieve the ultimate goal because it’s a project. It’s not a showcase.

We have had listeners interact with us in almost every single way. We’ve got projects from other architects, even in the same state of Colorado where we are headquartered that have referred us to clients, high profile clients and very well-paying clients, simply because maybe they couldn’t take on that typology or it was too far for them or they were too busy. The whole idea of holding it in close to your vest and getting no return for it is we turn it on its head in that way, people reach out to us and want to collaborate with us all the time. The celebrity part of it is funny. I got to make the point that finally, my children have been saying this for like several years. They’re like, “I want to be famous.” I go, “Your dad is famous,” and they don’t believe me.

You have to show them YouTube. That’s what broke through my nine-year-old. She said the other day, “Mom, you are famous. You are on YouTube.” That’s what tips the scale at the age group.

I can’t remember what book I was reading. I think it was Holding The Calm or something like that. I don’t know what it was. They made the point that when your children say these things, it’s because they want to be seen. That’s all it is. They don’t want to be famous. That’s their way of expressing that they want to be seen and heard and stuff like that. For us, it was never about fame or anything like that. I love that you brought that point up.

I do think that that’s the case. Often, especially in a consulting firm of any kind, is that we can’t afford to lose a client to somebody else. You get very worried about having that. There’s this tipping point between publicity, making sure people know how you work and combating. That’s what Inside The Firm does brilliantly, especially the conversations that you and Alex have together. Alex Gore is your cohost.

What it does is that foremost this idea of, “I had a bad experience as a listener with an architect. I don’t think I can afford one.” It starts to put out this conversation of, “I don’t think I can afford not to have one. I think my experience was isolated.” That was an exception. It starts to help the industry overall, whether they’re going to hire you or not. They should all be grateful to you guys for putting the show out.

Frankly, I don’t care if other people are mad at us for putting out that stuff because that’s exactly what I want it to be. The other thing it’s done for us is it’s been a way to hold us accountable. If we will come up with strategies sometimes on the fly, basically it’s a Friday executive meeting that you’re hearing every day on the show, then it’s like, “Now we got to do that. We talked about it on air publicly, now we have to implement whatever strategy or new system or improvement we’re going to make in the firm then it’s also us sharing ways where we were already doing stuff like that. We try to read a book every year as a firm, as a whole and then we meet about it.

One of the last ones we read was the 2 Second Lean by Paul Akers. It’s completely transformed the way we operate our firm. Every single day, somebody has to present a 2 Second Lean idea. They have a different improvement they’re going to make and stuff like that. We explain to our listeners like, “Here’s how it improved us. This is working. You guys should do it too. It costs you nothing. The podcast is free. Make it happen.”

The Binge Factor | Lance Cayko | Lance Cayko
2 Second Lean: How to Grow People and Build a Fun Lean Culture

It costs time. That’s the biggest part for most, whether it’s say a business owner of any kind, but the idea of doing a podcast, especially one that you do two days a week where one is outreach and you’re doing interviews with the company owners, business owners, entrepreneurs, CEOs all over the place and you’re started diving into them and their brain and then you have your executive meeting conversation between the two of you. That’s a big commitment to taking time to do that each week. Without an immediate financial return on investment, a lot of people don’t want to do it.

They wouldn’t. It’s a labor. I had a colleague come up to the office. I went to school with him. He graduated a few years ahead of me and everything. He wanted to stick up the headquarters. Once I had him on the show, then he binged on the Monday morning shows, he was like, “They’re good. They’re their perfect 30 minutes. They’re a perfect commute time. The way you pick people’s brains, you’re a pretty good interviewer.” I was like, “Thanks.”

You’ve done 500 you. You’ve gotten good at it.

That’s the third thing that it does, in terms of public speaking, the improvement level that you get to, especially if you pay attention. If you’re going to start your own show, I think you should start listening to as many episodes as it take before you finally get comfortable with your voice and you recognize the uhs and the ums. You try to get rid of that and come up with better strategies for avoiding those prepositions and everything like that.

Back to Rhett, when he came up, he said, “Do you guys get paid for this? It seems like it’s a labor of love.” I go, “We break even. It pays for our time. It pays rent.” We rent to ourselves with our build one other building that we own and stuff like that. He was blown away that we got paid it all for it. I’m with you. I mean most podcasters, the majority, you probably would know more than me how much monetized versus not.

When I was running my design firm and we ran our first podcast, the 3D print one called WTFFF. It’s old. We had 655 episodes before we stopped doing it. When we were running our firm and doing that, the reality is it probably did easily $1.2 million in consulting for me within a year. it was closing consulting jobs faster. if I looked at it as, “Did I get paid for the show?” I refused to take advertisers in the beginning. We eventually did, but we didn’t in the beginning. I didn’t need to because it was the consulting or the speed of closure that would happen.

I don’t know about you, but in the furniture design world, it would take us 6 months to 1 year to close a client sometimes. It was a long sales cycle of back and forth, refining things, getting quotes in place, and deciding because then they were going to work with us for three years. It wasn’t going to be a short contract. That was part of the model for it. I could close them in three months and half quarter of the time sometimes.

It does not take us that long. Sometimes I joke to everybody, including loved ones that it’s an eighteen-hole course. it’s like golf. It’s a very long game. You might meet somebody and it might take 3 to 5 years. I’m serious. There are cases I could probably dig up if I looked. That took that long from the point of touching somebody in phone call, email, text, or listening to the show then eventually they ended up being clients.

It’s a long game, but that’s part of the deal. It’s a matter of being stoic about the whole situation and like what a great voice and a tool that you have now at your disposal at any time. Even if you’re frustrated, that’s another probable outlet that is done for us is that don’t name names on the show. If we have a troublesome client or consultant or we’ve even talked about hiring and firing people without naming them and stuff like that. Even having that outlet for me personally, has been very positive.

It helps you think things through. I love that. The specialness of your show and the binge factor, as your friend was pointing out that your binge factor is clearly how dialed into this model of business you are. The fact that you’re willing to be open, and raw and have the hard conversations is going to make it a better business. I want to listen to that because I’m going to learn something from your process. I’m going to learn something from the questions you ask. That is powerful because there are few places. You pointed out earlier, you are at the top five architectural podcasts. There aren’t a lot of them, but you are the top of that top because you’ve got over 500 episodes and that is very elite. I did the statistics recently and less than 2% of podcasts ever make it over 500. Of the active shows currently posting and doing that, it’s 2% of 2%.

You’re making me feel special.

What you’ve done is special.

We honestly have no intention of stopping. There are times when I get a little, “It’s a lot.” With doing everything I do architect, builder, podcaster, teacher, philanthropist and all the things. Now I’m narrowed down to like, I have two slots I can do interviews on in addition to the Friday show. It’s worth it. Even interviewing folks, like some authors that I have on every once in a while there was a girl who wrote this book called Holding The Comb . She got halfway through her interview with me and I bought the book in real time on the show. It was a game changer of a book in my life. That’s got to be some level of providence that all that happened.

I love that when that happens. One of my favorite things about it is that you meet someone and it was the thing you need right at that moment in time. I love that about that. I love that idea that you’re asking for it by putting this out there as a podcast and the universe is delivering it to you right at the right moment in time.

I’m glad you mentioned the networking part of it and how it led to your sales. That’s another part of where for us the positives of the podcast have been networking and reaching out. One of our favorite civil engineers has been on the show 2 or 3 times now. He’s used to extremely loyal to us. We’re one of a very few handful of architects city who refer to other developers and the referrals come back. I think next year one of my goals is like I’m going to cold call and reach out to as many of the prominent general contractors in the Denver Metro area and say, “We would love to feature on the show and see if I can get referrals back and forth?” I feel like that’s where it’s probably headed next with the Monday morning shows.

It’s not just the referral, but it’s going to establish this deeper touchpoint relationship that you have because it’s great to have a network to have referrals in, but if that network doesn’t understand you, you don’t understand them, it doesn’t make those referrals as valuable. That’s what the podcast podcasts done.

It's great to have a network to have referrals, but if the network doesn't really understand you and you don't understand them, it doesn't make those referrals as valuable. Share on X

There’s a loyalty that comes about with it. It’s not like a favor.

No, you gave them publicity. That’s what it is nowadays. You’ve interviewed them, you’ve given them publicity. It is in a sense a good favor. There’s that law of reciprocity that kicks in there. You mentioned that you break even on a show and maybe even make frank with it. You do take advertisements. What was that tipping point like for you when you said, “I do think we’re going to take some ads?”

It’s silly. It’s a number. I’m in a mastermind group with a couple of other podcasters in our sphere. I won’t name names, but 1) If people can probably guess who he is. His name is biblical, I’ll give you that hint. They were asking. It blew my mind that he was like, “How do you get advertisers?” I was like, “Why are you asking me? I’m just a little old Lance from Inside The Firm. I’m not famous or anything like that.”

I explained to them how it worked. The tipping point was we needed 5,000 downloads a month. Why did I think that number was necessary? Usually, as a salesman or even somebody, if I go out to like to ask a woman on a date, make a new friend, something like that is like or go make a sales pitch to a potential client, I have to be confident. I knew for me it just was not having the confidence in what is a number that feels good to me psychologically that I can talk about confidently. It was just having 5,000 downloads a month. Now we do on average about 20,000 downloads a month. The goal was always to try to compensate for our time because you made that point earlier, it’s not free time.

Especially in a firm, your billable hours are valuable.

I have four children and a wife, and all of that. It’s a big deal. we always wanted to get monetized in that way, at least get compensated for our time. For me, the tipping point was just a number. Once we got sponsors and some of our sponsors were like Dell once we hit the 10,000 download a month point. In the podcast world, 10,000 listeners is not a lot.

Your listeners are niche. That makes the difference.

That’s what I was explaining in the mastermind group. I go, “There are two ways to look at this.” One of the guys in the mastermind group went from 10,000 followers on Instagram to 100,000 within a matter of days because he had one piece of content go absolutely nuts. He is asking me the same questions. I go, “There are two ways to look at the subscribers numbers or the downloads numbers and all of that. If you have a small number, then your argument becomes, ‘I am a niche. I have a very focused potential corporate sponsor,’” or the opposite is like, “I have a wide reach.” That’s the argument. I think there’s this power in both ways. I wish somebody would’ve told me that right away. How about that? Now hopefully somebody is reading it.

For my 3D print podcast, like yours. It was easy for me to make a decision to take advertisements when we did because the advertisers weren’t a true alignment. Dell is not a true alignment with you as an architect. It’s not like you’re endorsing something. Hewlett-Packard was our big sponsor. It’s not going to make me look bad. There’s no association level that I had to worry about at that level. I didn’t make it cheap because I knew my audience was smaller. In my case, we did have 100,000 a month. It was a little bit bigger. It was valuable to them so I could charge them quite a bit of money for that space.

I did it rarely. I didn’t take constant sponsors. I didn’t let the streaming ads go on, which pay you pennies at the end of the day for a number of listeners. We never do that. That ruins that. As an architect and as a designer, I had this perspective and I think you do too, that the value you’ve created is valuable and it’s a little bit different than like, “I am an influencer and I make 100 posts a day.” They don’t have the same mindset to the value that they’ve created they don’t go and ask for enough.

If you’re doing like me and economics, then value is subjective, “What is my house worth if I sell it?” whatever it sells for. It’s subjective to somebody who’s doing that. I’m fascinated by it.  I feel like my personal value of the podcast or how I see it as valuable keeps evolving. The big epiphany was like, “Public speaking is very easy now. There’s not a lot of uhs. I feel confident randomly talking to people in that way. Where does it head next?” It’s this ever-evolving set of values that keeps emerging if you keep doing it. That’s one of the other reasons why, “No problem, let’s get to 1,000 episodes.”

I’m glad you’re going to keep going. I think that that’s a good point. Every 100 episodes, which if you’re doing two a week, that’s a year’s worth. It’s a good time to sit back and evaluate it and say, “This year I felt like we did accomplish this with it. I’d like to tackle this next,” and what is that? If it’s more speaking events or whatever is you’re thinking, “I feel it I’m hitting my stride here. That’s going to be my goal for next year is to make sure that these generate that.” You’re putting it out there. You’ve created an intention for that.

You asked me of what were my goals of being a guest and guesting on podcasts. I only started doing that in 2023. The tipping point for me to do that was I felt like it was like when we started the show. When we started the podcast, we would’ve basically almost got to about year seven when we started the show having the firm and if the statistics, if everybody hasn’t heard it is like once you get to year seven as a startup, your chances of failing go down much dramatically. Most businesses fail within the first seven years. That’s what I was trying to say. we didn’t fail and it was like, “We should tell our story. We should talk about it in this way.”

Once you get to your seventh year as a startup, your chances of failing go down dramatically. Share on X

I felt the same way when it came to guessing on podcasts as I was like, “I’m 40. I feel like I’m established and I have some authority in the space. I have some things to tell people.” If anybody Googles me, they will find very personal stories. Some about me finding my real dad when I was 33. I’m now 40, stuff like that where I’m completely lying it bare and explode.

It’s been therapy too. I don’t know where the positivity’s going to come back from that. I’m not that person that says, “I put good karma out. I’m getting good karma in.” I just put it out, and don’t think of anything back. Maybe it will be like you and I were talking about earlier, a piece of mail from somebody and say like, “I heard that episode. It saved them or something. I don’t know. I know that I shouldn’t keep this stuff bottled up inside.” That’s the tipping point of why I do guesting.

That’s good. I’m glad that you do and I’m glad that we connected up that way to make sure, because I mean, you totally intrigued me because I was like, “Architecture and design, I don’t get to talk about that much. I have done a lot of financial podcasts and health and wellness ones here where I interview hosts. It’s nice to interview in an area that I have a personal interest in and a professional one as well.” I’m glad you did decide to guest more and reach out. Are you doing a video yet?

Yes. We’re on YouTube you could tell. My daughter knows I have a YouTube on fishing. It’s fully monetized. We have the latest episode with 7,000 views. She doesn’t think I’m famous. We made the transition to YouTube a few years ago, is we finally decided we should be on YouTube as well.

How are you finding time to keep the show at a professional level and services and all this stuff that you have to do to produce the show? It’s your time on the recording side of things, but how do you keep control and manage all of that?

I’ll talk about it in two ways. the Monday show is different than the Friday show for gearing up for it. I use and it has been a godsend for finding guests and guesting.

That’s how we met.

After you get enough authority on there in both ways, it trickles in if anything, you’re beating people off with a stick, which is awesome. It was not like that before when you first started the Monday show. That’s very critical. I have some of my own personal criteria that I go through when I find guests. I’m much like you, I want unique people with a unique story. I like it when people have a struggle story. I like telling that story of overcoming adversity and not being victims in that way. I like stories like the movie Rudy. They’re like an underdog because that mean in my soul an underdog grew up in a town of 500 people or less. Very rural northwest North Dakota Indian reservation, lower middle class. Now I’m out here crushing it.

That’s how I tackle the Monday show. I slide it down to I use Calendly to book guests and I only have two slots Tuesday and Thursday at 9:00 AM MSD. If we can’t make it, we can’t make it. It is what it is, then the Friday show I could not do without Al Gore. I’m not even trying to fluff them up here. There are plenty of times when it’ll be a Friday morning and 6:00 AM and I’m texting him, we’re preparing the show notes. We try to record at 7:00 AM on Friday. We publish later on in the day, plenty of times where he’s either texted me or I text him and I go, “I got nothing. What do you got?” He goes, “Don’t worry, I’ll carry the show.”

He carries the show because he has topics and we make it happen. We have a good banter and discussion back and forth. We’re best friends. My kids call him Uncle Al. He’s my brother from another mother. I’ve known Al since 2003. We’ve cried and laughed together. He’s taken care of my kids. I’ve watched his and all that good stuff. That’s how we make time for it. We also make sure we keep a strict schedule. That’s the critical part of it.

You’re holding each other accountable for that time slot together because it is. That is the hardest part with the co-host that I hear. My co-host was my husband and yet he would still cancel on me. We had to set up a system to make sure that that happened and one side didn’t feel like they were carrying it all the time.

Our last adjustment was from doing a 10:00 AM Mountain Standard, now we moved it to 7:00 AM because we’re like, “There’s no excuse,” because sometimes what would end up happening is it’s spring and it’s summer and we live in Colorado I’d go, “I’m going camping you’d go. I’m leaving work.” We knock it out. It’s all knocked out. I can still leave early. That’s how we make it happen.

I am glad that you reached out to me and that we could talk about this, but let’s talk a little bit about the business in general because let’s talk about the firm.  We’re getting into some hard times. I’ve been hearing some contractions. I think this is going to be an ideal time for your show to take off because this is the hard time when those firms that have been in there less than seven years need you.

I’m glad you’re optimistic about that part of it. I am now optimistic. Thank you for the white pill. I wasn’t even thinking about that. One of the ideas behind the firm is when Al went out to New York City after graduating college and worked for a very prominent world-famous architect. The hint I’ll give you that everybody is he was the designer of the original remake of the World Trade Center Towers after they got demolished. He is a super famous architect. I came out to Colorado and worked for two regionally famous architects. Both of those firms had one thing in common. They put all their eggs in one basket. Doing ane typology. It got wiped out like these hard times that you talk about are coming up.

In our show, what we’ve preached over and over again is diversity is your strength if you do have a diverse work set. You’re not just doing one typology. You’re working for the 1%, 2%, 3%, like the whole thing. You can’t be just focused on one single thing. Because if you only have one leg on that stool and it gets cut out, you’re done. You need to have 4 or 5. One gets cut out. It’s no problem in that way.

Diversity is your strength. Share on X

Although those like tools and tricks and tips and everything is what we go over on the show, I hope it does take off in that way. For sure. Business-wise, we give weekly updates on what’s going on economically, which is a big missing piece of the pie for architects. You and I were talking about that before we started.  You went to North Dakota State and there were no business classes.

I said there was no Math. I literally took no Math. That’s how bad it was.

We try to hone in the focus on that of like, “Here’s what’s going on in the economy,” then we’ve even developed a couple of courses beyond for architects that want to expand and have more legs in the stool.

That’s smart because architects love continuing education. They all have certifications.

It’s called Architects Guide To at It teaches you how to become a general contractor, which is, it’s trying to focus on people who have never swung a hammer. There are hacks and ways you can get in and figure out how to do those things and lean on your subs in that way. The whole concept with that, if I’m focusing in on that part of this interview is that if you have architecture projects, you have such a bigger advantage over all these other general contractors because guess what you got to do for however long it took to design their house, for example? Let’s say it took three months to design their house. You have to interview them for three months.

You have a relationship built.

Maybe they trust you already so there’s no skepticism or anything. If you present to them as we do in the course, it’s like, “ This is an open-book concept contract. You get to see all the bids and mark-up. There are no hidden fees. You can ask me about anything. We’re openly, completely transparent with the whole thing.” A lot of them are cash. Meaning, they have hundreds of thousands or even millions in the bank ready to build. You don’t even have to go through a bank sometimes to do the financing and all the draws and everything like that.

If you’re able to turn four of those architecture projects into now building projects and let’s say the architecture industry takes a crap, you have extended the life of your firm by probably 1 year or 2 with cash. How long do you need to extend it before maybe the interest rates come down and then the economy loosens up again like we saw in 2008? You only need to do it for a couple of years. The recessions are hard and deep, but they’re short too.

The Binge Factor | Lance Cayko | Lance Cayko
Elevate Your Podcast: The recessions are hard and deep but they’re short too.


They’re short because it picks up a four in specific sectors and that’s what you find. This is why I believe that you’re going to be positioned in the right way because when we had the dip in 2008 and all of those things like that, the thing that I already had going for me was speaking. When the dip happened again in around 2014 and we still had a little bit more dip in around there and then into 2017 as it was getting still a little difficult, we had our podcast. It was speaking and podcasting. All of a sudden, it took off for me. The next thing I knew, I was writing articles for Inc. Magazine and asked to do things and I had more projects than I knew what to do with I ended up in a whole new market area from that. I do think that you are going to have to find another leg to the stool. You’re going to find another one in the next year. I think it’s going to happen for you.

You’re making my day. I can’t tell you how much you’re making me smile because that was originally one of the goals. It’s like, “What if we did a podcast and we got paid to do it? What if that paid for one of our salaries during a downturn and then we could do what responsible CEOs typically do is they cut their salaries if they can and maybe they make a profit at the end and take their dividend that way, but keep their employees intact,” because that’s like the biggest shockwave to a small business. Maybe not a big one, but a small one for sure.

If you have a small shop like us, we have eight architects, including me, myself and Alex. Our biggest asset is our employees. People who have been loyal to us for 6 or 7 years, you can’t even replace that. It’s impossible to replace that. They all the intricacies that they know, all of the past projects they can reference for new employees to look at. They know exactly what me and Alex are looking for. They know exactly how to interact with clients and all of that. If you’re able to keep yourself afloat in that way and keep that intact, when you come out of this next recession we’re in one for sure and if you can keep your team intact, but every, most people couldn’t, then you’re going to crush.

I’m excited for your future here. I can’t wait to see that and see what’s going on. If you’re out there and you’re running any kind of firm agency, whether it’s a law firm, there’s a lot to learn from the conversation that Alex and Lance are having together because I guarantee you there are similarities in your business and your business model. Lance, thank you so much for being here. We appreciate you. We can’t wait to see what’s next for Inside The Firm and you’ll have to come back and tell us all about it.

Thank you so much for having me on the show. I appreciate it.

I love it when I learn something new. I interviewed our engineer on Lean Manufacturing already on this show. I’ve had some exposure to that. He mentioned 2 Second Lean. I read the book and there is a fascinating idea around it. What we glean from being able to interview people, the research that we’re doing and informativeness are the core values of my podcast to me. It’s giving me ideas for things I didn’t even imagine. It’s pulling disparate ideas from different industries. I love that about podcasting. I think there are a lot of takeaways from what we read from Lance and from co-hosting, from building a guide to for your own industry. That’s a great way to supplement what you’re doing and a great way for you to get more speaking opportunities in your industry.

The idea that some of what he’s done and how he’s developed things came out of a mastermind as well. Those are some great things. Doing more episodes per week, you’re getting a wider audience, more feel and you can have a different focus for the show. That has given them an opportunity to expand what they’re doing with Inside The Firm. Some of those things are all kinds of ideas that you should be taking away. When you read one of our Feed Your Brand episodes, you’re getting tactics. When you read Binge Factor episodes, you’re getting ideas about how to apply this. I hope you’re taking away those things. If you try anything that Lance suggested or something that you’re modeling after a show, let us know.

Reach out to Lance. Thank him for it. Be sure to listen to the show Inside The Firm by Alex Gore and Lance Caycko, it’s a great show. Even if you’re not that excited about the architecture industry like I am a little fangirling about it. You’re going to get some interesting insights into ways that you might be able to develop it no matter what type of firm you have. I look forward to bringing you more great podcasters and great insights into different types of podcasts. As we keep going, I’ve got quite the list of people and diverse ideas of what’s coming through here. I hope you’ll hang out with us as we continue throughout this year exploring very different types of podcasts as we go forward. Lance Cayko, thank you so much for being on this show. I appreciate you. I love Inside The Firm. Thank you for bringing your podcast into this world.


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Tracy Hazzard

Tracy Hazzard is a former Authority Magazine and Inc. Magazine Columnist on disruptive innovation, and host of 5 top-ranked podcasts including: The Binge Factor and Feed Your Brand–one of CIO’s Top 26 Entrepreneur Podcasts. She is the co-founder of Podetize, the largest podcast post-production company in the U.S. As a content, product, and influence strategist for networks, corporations, marketing agencies, entrepreneurs, publications, speakers, authors & experts, Tracy influences and casts branded content with $2 Billion worth of innovation around the world. Her marketing methods and AI-integrated platform, provides businesses of all sizes a system to spread their authentic voices from video to podcast to blog, growing an engaged audience and growing valuable digital authority.
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