Cash flow, financial clarity and scaling the business
The ACA is delighted to introduce Gordana Blazevska of Management for Design (M4D), which provides principal business/finance advisory services for ACA members. Gordana takes us through the most common problems and questions she receives from clients, and some key business advice for architects and designers.
Head to the advisory service page to ask a question.
What does your role at Management for Design entail?
As a Founding Director of Management for Design (M4D), my work revolves around helping businesses improve financial and operational performance. I specialise in aligning financial strategies with business objectives, ensuring long-term sustainability, particularly within the design, architecture and creative industries.
I take a hands-on approach, working closely with business leaders to simplify financial complexities and provide them with clear, actionable insights. My focus is on optimising financial structures, improving cash flow management, and implementing strategic financial planning to drive growth. A key part of my role is helping businesses track and improve performance through tailored financial reporting, key performance indicators (KPIs), and operational efficiencies.
Beyond strategic financial oversight, I also facilitate workshops and advisory sessions to enhance financial literacy among business owners and emerging leaders. By equipping them with the right knowledge, I enable them to make confident, informed decisions that strengthen their businesses.
What is a typical day like for you?
My day typically involves a combination of strategic planning, financial consulting and direct collaboration with business leaders. I start by reviewing financial data and reports, identifying key areas for improvement, and developing strategies to enhance business performance.
Much of my time is spent engaging with clients – whether in strategy meetings, financial reviews, or one-on-one coaching sessions. I work closely with them to interpret financial information, refine their business models, and implement solutions that drive profitability and efficiency.
Additionally, I dedicate time to conducting workshops, preparing financial insights, and staying updated on industry trends to ensure my clients receive the most relevant and effective guidance. Whether I’m troubleshooting financial challenges, optimising business operations, or empowering leaders through education, my focus remains on helping businesses thrive.
How long have you been involved in the industry and what are the major changes you have seen over this time? How does today’s economic environment compare with when you started out?
I’ve been involved in the architecture and design industry for over 20 years, initially as a Chief Financial Officer for a multi-disciplinary firm before founding Management for Design in 2010.
Over this time, the industry has undergone significant changes. Businesses have had to adapt to rapid technological advancements, shifting economic cycles, and increasing complexity in financial and project management. The integration of digital tools and data-driven decision-making has transformed how firms operate. At the same time, competition has intensified, requiring businesses to be more strategic and financially agile than ever.
Today’s economic environment is markedly different from when I started. Market volatility, rising costs, and global uncertainties make financial resilience more critical.
Unlike in the past, when businesses could rely on steady growth, firms now need a proactive approach to financial performance – leveraging technology, optimising cash flow, and making strategic decisions to remain competitive.
What are the highlights of the industry for you? What are the challenges?
For me, the highlight of the industry is working with incredibly talented and creative professionals who shape the built environment. Seeing businesses grow, become more financially sustainable, and achieve long-term success is incredibly rewarding. I also love helping architects and designers gain confidence in their financial management, enabling them to focus on what they do best – designing great places and spaces.
The challenges often come from the disconnect between creativity and business management. Many firms struggle with financial planning, cash flow, and profitability because these aren’t typically areas of expertise in design businesses. Additionally, economic fluctuations, rising costs, and increased competition make financial resilience more critical than ever. Firms that don’t actively manage their business performance can find themselves under pressure, even if they produce outstanding work.
What are the most common problems and questions you receive from clients?
The most common challenges I help clients navigate include:
- Cash flow management: Many firms experience unpredictable cash flow due to project-based income and long payment cycles.
- Profitability: Business owners often ask, “Why are we busy but not making enough profit?” This usually stems from pricing, inefficiencies, or underestimating project costs.
- Financial clarity: Many architects find financial reports overwhelming or unclear, so they seek guidance on how to interpret them and make better business decisions.
- Scaling the business: Firms want to grow but struggle with structuring their teams, managing resources, and maintaining profitability.
- Succession planning: Business owners often need help planning for leadership transitions or ownership changes.
Ultimately, the biggest issue is that many business owners react to financial challenges rather than proactively managing them. My role is to shift that mindset.
What are some key pieces of advice you would give to architects in relation to running their business?
- Know your numbers. Understanding cash flow, profitability, and financial performance is just as important as great design. Having financial clarity allows you to make informed decisions and plan for sustainable growth.
- Price your work properly. Many architects undervalue their services, which leads to financial strain. Make sure your fees reflect the true value of your expertise, the complexity of your projects, and the resources required to deliver quality work.
- Think like a business owner, not just a designer. Success in architecture isn’t just about creativity – it’s also about building a financially strong and well-managed practice. Investing in financial systems, strategic planning and operational efficiency will ensure long-term success. I think the biggest issue is matching and managing the scope and fee with the resource inputs – ie project and resource management.
Gordana Blazevska is a Founding Director of Management for Design (M4D). She is a Fellow Certified Practising Accountant (FCPA) with over 30 years of experience in all facets of accounting and financial management across diverse industries, with a particular emphasis on design, engineering, and creative sectors. She is deeply committed to enhancing business performance by offering expertise in financial and business management control. Gordana adeptly resolves challenges within the creative realm by simplifying financial insights for business leaders, enabling informed decision-making and fostering successful enterprises that enrich the built environment. As a respected speaker on financial strategy and related business matters, Gordana is dedicated to empowering leaders within organisations to make informed decisions that drive progress.