Welcome to the Interior Perspective, where luxury real estate meets timeless design. I'm Nicole Fisher, a Hudson-based interior designer working with the region's most exclusive properties. Each week, we sit down with top brokers to explore the stories, insights, and inspirations behind the most remarkable homes on the market. This is your front row seat to the art of elevated living. Let's get started. Hello and welcome back. My guest today, David, is the founder and CEO of Any Design Build, a firm that's reimagining the entire process of uniting architecture, design, construction under one roof. What I find fascinating about David's approach is that it brings creativity and craftsmanship into the same conversation. Designers and builders working hand in hand, not in sequence, but in synergy. In this episode, we'll talk about what design-build really means, how collaboration transforms outcomes, and why artistry still matters so deeply in how we create these homes. Because when we design and build, finally speak the same language, the result isn't just a project, it's a story that's lived in, crafted, and enduring. David, welcome. I'm so happy you're here. So tell me what led you to start any design build? What was there a gap you were trying to close here? Yeah, yeah. I mean, it wasn't actually a well thought through plan. I graduated, I had an architecture degree, I started working as an architect. And I realized in a short period of time, I had no clue what I was doing. Like, I couldn't believe my job was tell others what and how to build something when I had never built anything in my life. And I felt so insecure in my job. My job really consisted of like drawing lines for a project. I didn't really understand. Like what I was drawing and and I wanted to handle that, you know, insecurity and how I felt, so I actually just worked as a carpenter, kind of like. Moved away from that. I was in LA at the time. I moved back to Boston. I started working as a carpenter, really just to fill that void that I felt I had. And I never really made it as a carpenter. I actually got fired. And I started my own business just to have a job. It wasn't a well thought out plan. I just needed to do something. That was in 2005. So it's been a bit since then, but that was how we started. And since I had the architecture background, I always, you know, we've grown very gradually, but I always had that component that was always part of, you know, kind of the foundation of the company is we always design what we built and built what we designed. Okay, so your architectural component of your firm is Yes, we're licensed architects and we're licensed builders. That's really our MO. I'm so passionate about that integration and that being a single source of accountability. That's really what differentiates us, what we stand for and what Right. Okay. So tell me, and for those people who don't understand what this word means, what does this concept of design build actually Yeah. I mean, it's pretty simple, but it means like your architect and your builder, your designer and your contractor are one in the same, you know, it can mean different things though. The ag view actually then like how it is used is not necessarily what it means to me necessarily. Like for me, it really, is a single entity. But there's design build, like contracts, where you can have two different companies that are working together collaborating, it's an architecture firm, and it's a contractor firm, but they have this setup. And that, you know, that is a form of design build. There's even like, you know, a lot of higher end architects and builders in my area, clients, it makes things simpler. So even if they're separate, a lot of times they'll be architects want the contractor brought on early, they have like a pre construction contract, where they're what they will their advise on like buildability, cost and schedule during the design process. So you have that. Because otherwise, the real, you know, pain points come, because the architect today does not know how to build, right, like, like I experienced. And so that can lead to issues. You know, it's not uncommon, we get calls where, hey, I designed this project, it's twice, three times what I was, you know, budgeting. Because that architect, you know, it wasn't part of their scope to control that really was to design something that the client loved, right, you know, what, whether it was able to be realized or not. So Um, you know, for me, design build means being a single source of accountability and like being responsible for all the components, not all, not just like being responsible for the design and construction, but really when you're designing. You are thinking with the execution and you're setting up the execution, which is really important for a successful project. It's just a much more efficient way to do it. And like an example I can give you is like we follow this very common architectural phases of like, you know, conceptual design or pre design, schematic design, design development. and construction documents. But we always have a check-in at each of those periods on costs, right? That is part of the decision-making process. And permitting, we're going to be the ones pulling it. So we're always setting those things up. And it It really just simplifies things and makes for a more efficient process as Right. So tell me, how do you work with interior designers Yeah. No, I'm like, shut up. No, I'm like, I know they all hate us. No, you know, I think it's something that I aspire for us to bring in house. Like we consider ourselves interior designers. you know, architects like we, we, we get into color schemes, we get into all finishes, we don't get into like the decor, furniture, you know, art, you know, a little bit of window treatments, but not so much. So it's really not complete, because a lot of our clients do want all that. And so we do partner with, you know, kind of a select few group of incredible interior designer decorators, and who like really like make us whole and I totally appreciate it. I think it's it really does kind of complete the project in a lot of ways and that input and that collaboration and what we've learned over the years it's best we've kind of done it different ways where like literally like we design everything. And then that that, you know, that person will come in like after us and just like, you know, some of it is just adding to it. But, you know, making some changes, it's much more efficient to have those things work collaboratively and be done together is what we've learned. And and so just like make sure the roles are understood and that we are working together for a common purpose as opposed to, you know, working in, you know, against each other or whatever. It's like we have a common client. Let's make the best for them. And and then just like, hey, we're going to we're going to do these selections or hey, whenever we hit the showrooms, we're going to be together. We're all going to have our input. It's a little bit like less efficient to have that separation. Right. But but if that is the setup, it's the best way to do it. because it just makes for a lack, it just makes the communication much more efficient. It makes like the decision-making easier and simple if you're going to have all those kind of parties. throughout We run into this all the time or we're even, we're just brought in too late. And then when we come in and give all these ideas, now it's like, we have to reinvent the wheel from, you know, a construction standpoint, get everything repriced, get And then there's a resentment or kind of, but, but that only comes from the fact that it was, you know, there was an inefficiency to it. Whereas if you had been there from the beginning, you know, it would, it would have been, it would, Right. I totally agree. Can you, do you have a project in particular that you can share with us that represents what happens when this like design built Oh, yeah, I even have one where it doesn't, you know, I might even let's go with the bad. Well, I've just it's fresh in my mind. I was just thinking about it while you were just talking about that. Because we have a we have awesome, awesome project, awesome clients. We actually did a significant project on this property. Like for the previous homeowner, this, you know, then they sold it to these folks, these folks kind of completely redoing a basement that was huge but needed a lot of work and just some other things. And we had worked with an interior designer decorator on the first project. That person was kind of around and kind of inputted. But at the end of the main phase for the second project, we're now starting a carriage house, converting a carriage house into an in-law suite. And I'll get back to that. But at the end of the main house project, this, you know, this designer came in and had a bunch of input wasn't wrong. It was like, it was actually good. I agreed with a lot of it. And he would, and I think the changes he made took it to a higher level. Um, but it was a pain in the ass. Like it was, there was inefficient, like a much better, much simpler if we had. So on the carriage house, we were, uh, we just started that project, but I was like, uh, you know, I was like, uh, Eric, please review everything. Now give us all your feedback. Now he did that. We had a small, you know, we had some small changes client, you know, we had, it was just, it's just simpler and there won't be that. Oh, we've got to go back and and redo things or whatever. So, you know, that's that's an example right there. And, you know, I think an example of. You know, design, build like in its essence is like just is that like all of those things are being thought with ahead of time. correctly, the client's expectations are set properly with the client in the way of cost schedule, there aren't surprises. You know, I think that's the thing that our industry has a lot of area for improvement on, you know, you see the magazine pictures, you see the end product, right? But you don't take you don't see what it took to get there. Totally. You know what I mean? You don't you just don't see it. It's not in the picture, right? So I think the real benefit of design build is just like, it's not, it's a little bit of the intangibles that you can't see, but that the client experiences and what it took to get that incredible, amazing product. Like what was the schedule? What was the level of stress and surprises? What was the cost changes, you know, throughout the thing, those those kind of like intangibles that amount up to, you know, more or less the experience. I think that is really the the difference. Yeah. At Right. So I'm curious, you brought up your the client kind of relationship there a bit. How do you how does your process particularly keep them kind of Um, well, I think we make it, try to make it simple. We try to like not jump to get, you know, going into showrooms with, with folks in this overwhelmed, but we just like get to know them. You know, we get to know their style. We really, uh, you know, we asked them a lot of questions that, um, are geared towards their lifestyle. their needs and wants and habits and and kind of, you know, their vision and really try to step inside their head. We have them. You know, a lot of folks can't articulate their style or taste, but they can look at pictures and be like, I like this picture. I don't like this picture. And so we have that's a big part of our our process early on. And then we, you know, we do the, you know, design boards and and really want to make sure that we have nailed it on the head. Like now, you know, the reaction from that should be like, oh, my God, you guys understand us. Right. You know that we actually then preselect every single item. That's like our schematic design kind of midway point. Yeah, we do that so that one, we have like a fixed cost. It's not a fixed cost, but that item has a set cost, right? So we're out of the nebulousness of an allowance and we're into, hey, this item, based on we've gotten to know you pretty well now, this is what we think would work for everything. And it allows them to have a response in like, and be like, Oh, yes, I love that. Or maybe or whatever, you know, that we then do for those items that we do want to really assure we do accompany and like kind of hold their hand in the showroom. And but it's like a narrowed down, you know, things that they're viewing at that point, so they can make a decision and, and also, you know, cost, we've been factoring costs, so they have like, they have an understanding of, Oh, I'm going to splurge here. Or, you know, this, this is, this And, um, what's the percentage of people who say yes, just because we saw that they saw those pictures, they saw the initial thing. They just go with that because they've Um, I'd say, you know, like, On a whole, probably like 50%. That's pretty good. There's some things that we, you know, I might be wrong. I'm not like on the day-to-day. I'm Yeah, no, I do think it's important though. I think like, even if we feel confident, it's really nice to like experience it in person. And and so if we can't bring that to them, you know, it's like it's like, you know, make sure we do make that trip and let them experience the OK, cool. So what's your role in the company now So I I am really I like set up the projects is a main aspect aside from running the company, which I'm trying to kind of shed this this hat of we do design consultations. So initially, I try to set up, I'll visit a home, the projects we do are typically 500k plus, like to 5 million. So there is an involvement, there is a complexity to them. But initially, I'm just trying to kind of create an outline of a project in the way of basic sketches. as well as cost expectations. Like that's really important for us is and it's not a it's not a fixed cost. It's definitely like, you know, put a 25 percent range on it. But I want to make sure there's a comfortability and these folks are like know what they're getting themselves into in terms of, you know, the broad strokes, high level. Does this solve, you know, with this? Is this worth it? You know? Yeah. So that that's what I do. And then, and then I really just kind of oversee and make sure things are going well. And like lessons we've learned over the years are being implemented. And yeah, so how do you if you're trying to move out of that role a bit, then how do you stay inspired to, you know, keep going? I mean, I'm, I really I'm very passionate about bringing what we do to kind of society, like a broader, I really, you know, my perspective is that the way the industry is set up is messed up, significantly messed up. So I'm always learning, you know, I think that's the incredible thing about our industry is there is so much learned technologies evolving. It's like there is so much. So I'm never going to stop learning, that's for sure. You know, I think I'm really passionate about just bringing up this kind of setup, how the setup is to the industry, because I think we'll do a better job for the end user. Not only a better experience, but I do believe it's like a better product as well. Because I know, as myself, designing without kind of the execution experience, that does enhance my ability to design. You know, they really go hand in hand. I mean, I don't know, I'm curious if you know this, but, you know, the derivation of the word architect is master builder. The architect built throughout history. Architect and builder were synonyms in an English dictionary up until like the end of the 1800s. Yeah. So the separation is actually unnatural. I've like, I've done a deep dive into this. I'm writing a book on it. I'm putting out a TEDx talk on this, how this kind of went down and how it's been to the detriment to our, to our buildings. But it was done for the wrong reasons. It was really like in the, in the mid 1800s, the AIA was formed the American Institute of Architects for the stated purpose to raise their social status. And you look at the founders of the AIA, they all came from the trades. That's how it was done. One became an architect, master builder comes from the trades. One's an apprentice, a journeyman, and then a master. Now you can turn around and direct and design the work. And that split came because at that time, being attached to manual labor or physical labor was like a no-no. You couldn't reach a higher status. So they were like, okay, only we can call ourselves architects now. And literally it was a synonym in the dictionary with builder. So, you know, and then what happened is that they got the way an architect was trained shifted from an apprenticeship system in the field to a university curriculum. And that's what really screwed it. So you had like guys like me coming out of school being like, Wait, I'm going to tell you what to build and how to build it, but I've never built anything. So really separate and that's ingrained. That's how it is. Like in Boston, where I am, we have like potentially the educational capital of the world. A lot of these universities have construction management degrees, you know, engineering degrees, architecture, and they're completely segregated, no cross like connection. And so that that separation and then you get this like adversarialness and contentious kind of relationship because it's trained. It's it's but it is it is unnatural. It Yeah, that's incredible. I mean, I, it's the biggest pain point of what I do is because the builders we work with do not have that level of artistry of craftsmanship of, you know, appreciation and Especially when we come in, because we come in and we are, we're artists. We come in and we think of the unthought of. We come in and think of unique ways to incorporate everything and to look at a lens. I don't, we don't repeat anything, right? So we're always just coming up with new stuff and finding those partners who are not only capable of executing that, but willing to execute that, you It's as if they're just so allergic to anything that they haven't done before, and like what is comfortable to them. And I'm like, that's what keeps this interesting, how are you not trying to do this? And so it's so refreshing to hear this from you because that's not my experience, but you know, we don't get that from I hear you, I hear you. That is, you know, what do you experience is the status quo. And that's what I'm looking to change because this setup has made it like in the trades, artistry, craftsmanship, design theory was inherent. It was part of what you learned, like it was, it was part of the makeup because it was integrated. And then the best of the best would turn around and be responsible for, for designing it. And when that separation occurred, what happened with the trades, it was like, it sucked that out of them. So it's like, okay, now you're now you're a nail banger. And, and like, you know, just do execute. what you're supposed to do right without any like appreciation or understanding of you know the theory behind it and i think that's really they're incomplete as a result of that you're really they're like pushing up against something that's making a project better uh because it's an inconvenience and it wasn't whatever but but but that's just part of the status quo like if they if they had your input from the beginning and you know, and then you're, you know, and then there's a conflict too, because the client, like you're, you're partially responsible for the project, right? So is the contract, neither of you are fully responsible. And then the client's in the middle. So it's like, it's not, it's not a good setup, a much better setup. And I think interior designers and decorators have an incredible opportunity for this. And I appreciate, like, and admire the artistry and beauty a lot of the folks we work with have. But I think there's a big opportunity there for just to look at like, okay, well, how can I be more responsible So how do you then take what you're passionate about in this execution And trickle it down to the people who are actually doing like the physical labor. How do you separate that out when you're finding Oh, yeah, I've been big part of it is like having a passion for this, what we're doing. Like, I've learned that if I get an architect, who's too ingrained in the status quo, it's like too late. Like they can't compute almost. It's like, that's not my job. Like somebody else figure out the cost. I don't care. Like, not that they don't care. It's just like, it's not my job. They've bought into it, you know, and there's, So we really try to find folks, you know, over the years, like particularly in design, we try to get folks early in the, you know, like we we've had a lot of interns who can, you know, come on if they have a, you know, a background in craft, that's fantastic. I didn't. So it's not definitely not a requisite. But it's really like, you know, folks who see like, oh, yeah, I they kind of get it, you know, and and you know, that's, that's what we look for. But it's a challenge because even in my own company, it's not set up like, like we have handoffs, like the designer is not then doesn't go out in the field and project manage it and execute it. You know, as an entity, we are a single source of accountability, but we have handoffs. And so that, you know, that can be a challenge. We're up against kind of the status quo in that degree. And we kind of have to fight against this, um, this is my silo. And like, I'm in this, you know, you have to have a broader view of the overall product, what we're going for. And once you're able to do that, you're able to see like, hey, we're in this together. You know, so the only way we're going to work, we're going to have a successful outcome is if we work together. And I think, you know, there can be pressures and things that we don't understand from the other component that so it's like, it's really a you know, communication is kind of the overall answer to resolve that. But, and I think, and I think like just if a project is not set up well, where, you know, these who's responsible for what is not communicated and agreed upon, that's kind Right. I mean, I'm so inspired by what you're saying because you're a rare breed and I'm How do you see? I wanna interview you What do you run into? What do you run into? It's literally exactly what you said. What's a typical thing We experience consistent pushback on design elements that they're not familiar with, that they're not comfortable executing. And then on the flip side, it's, it's okay, fine. Then I will, you can handle your part. I will bring in my mill worker who can execute this thing. And they're like, well, you can't bring anybody on my job site. So it's this, it's this constant battle with you know, getting the right people involved from the beginning, but also having this kind of maybe more open conversation of this is what we expect and I'm happy to help where I can, but The end product is for the client. This isn't a you thing. It's not a me thing. You know, we have a deadline and we have a vision that we have to execute. So let's just work together on figuring out how we can make this happen. I get what I'm asking for is not, you know, what you do every day, but it's important to know that we're creating something really special. And there's a reason that you are involved in this job. There's a reason I'm involved in this job. And I am planning on giving the client 100%. So, you know, from a business perspective, not only in that way, but my project management now overseeing and having to oversee these job sites to a point where they're not executing the way that I want them to. And that conversation had been had, but it's not coming to fruition. And now we're putting out fires and trying to manage the job when really, that's not my job. It's not our job to be construction managers, either. But how do I maintain this level of craftsmanship, if we're not man micromanaging these people? And that's where these, you know, it's like constant I think it's, you know, just putting putting myself in your I can kind of put myself in your shoes. And I can also put myself in the contractor shoes. And I think, I don't know when you know, you're typically brought on versus like other projects you're doing typically. Like who did the initial kind of It's we're brought on too late. OK, they have like that architect and builder and then they bring us Yeah, yeah. But that and the architects like still in the picture So they are. And that's where it also gets really sticky because architecture like, well, I'm a designer. I want to do this. And I'm like, well, we can't. it needs to flow with the rest of the design here. So we're gonna have to make some Yeah, yeah. I think you're so right in that. Cause you're like, this is the better design. This is the way it should be. And you're gelling with the client and the client's like, oh, I love this. Right. Right. And then you're going into this like sea of kind of like, oh, what are you doing? You know? So, you know, I think It is a tough, tough nut and I do think it is primarily the setup. And then you don't know, I don't know if you know, but then, because I'm like, okay, cool, we're gonna modify this. If the contractor is getting paid for it, I don't think there's a huge issue and they have the ability to do it. I don't think there's a big issue. I don't know kind of what that, looks like. I mean, typically we would issue a change order, right? Like if we really try to minimize change orders, I think the industry average is, you know, 25% increase in costs after construction starts. And that's with folks adding things because we don't want the surprises like that's not good. That's not good for their schedule. That's not good for their stress and whatever. So, you know, I don't, I don't know. I don't know. Like, what do you know what that that's like? And I think that's like this crutch. It's like, well, I wasn't expecting to have to deliver on this level right now. We're going to write. Right. I totally got that. But yeah, you know, it's it's more of an issue in when we're brought on here, because if we were able to set that from the beginning, this It is. It is totally right. And from the client, I think everybody has their own relationship with the client, too. Yeah. And it's different because you're like, hey, client, here's here's these ideas. And they're like, oh, my God, this is amazing. Now is our opportunity to do it. Like, of course, we're going to do it. And the, and with the contractor, they're like, Hey, we, and they're like, Oh, okay, well, here's, it's going to cost all this much more money. And that, and the client, you know, that's a different relationship. Right. So, you know, I, it is that I think, I think the more we can get ahead of it on setting up, you know, a collaborative team. And I do think a lot of the firms in my area do a good job of it. Like they re. It's a little bit like they're in cahoots with each other. I think having it all in-house is more efficient, but I think it could be more difficult also to bring the level of artistry as well as craftsmanship at this really high level. It might be a little bit easier having it separated. So I think that's kind of, for me, I see there are a void of companies who can do both at a really high level where clients are feel like they're not sacrificing because, you know, ideally the clients, you know, that we work with money is not their number one concern. It is like having an incredible space and would they like to have anticipation of the actual cost? Sure. But it's like they can do it anyway. Um, and so I think, you know, that's really where I'm trying to that's like kind of a niche. I want to capture of like, hey, we can bring this at a really high level, but have, you know, a better, better experience at the same time. I think we should be doing this together. There is that that level of super, super high end design with being able to execute it. And I think we should talk because that is a That to me is the one giant void in my business, is the execution. And it's nothing to do with what we're able to do. dream up it is and actually make it come to fruition. It's the, you know, all of that stuff, as you mentioned before, getting to that end picture, what did it take to get to that picture? Yeah. Yeah. I dig it. How does that, how do you think that translates to your clients in terms of like a They want full service handholding. They don't want to be involved. My clients have full-time jobs, very busy people. They want to know when and where to write the checks and they just don't want to be surprised. That's it. That's like, they're hiring us to handle most of these the most of this process really for them and to take away that stress. They don't want to deal with anything. I would say 75% of our clients give us like keys at the beginning and like bring their suitcases at the end. And we're dealing with the back and forth the rest of the time. They're Yeah. Yeah. Yeah. Cool. You guys, you guys do all like the furniture install. Yeah. Yeah. Yeah, so we, I mean, down to the sheets on the bed and towels hanging, And that's simpler for you, right? Because the contractor's out, Oh, that part is, that part's easy peasy. It's, you know, Because you control it. Yeah. Yeah, totally. It is hard, like if you're not controlling the execution, it is more It's a swing and a miss. Okay, I'm going to ask you one more question and then we are wrapping up. How do you see Wow. So I think it is inherently like whether I push on it or not, it will occur. this integration will occur because with the advent of technology, kind of the stakes increase. Like if you look at, you know, some of these companies that are like going to Mars or, or, or building shuttles, if you look at their design and their execution arm, like you would never think to have it separated, right. You would never think to have, you know, um, The responsibility split in when these stakes are higher. And then also with technology, you know, as things become more digitized and more computerized, the design, the lines between design and execution start to blur. Like if you look at like 3D printed homes now, you know, which, which push of the computer button, when did it change from design to construction? You know, it was, it was like highly digitized. And so it is a natural approach like that. It is, if you look at a chef, right. And if you look at the way a chef was trained and said, Hey, we're going to have people just be recipe writers and then cooks and the recipe writers will never cook a thing in their life. but they'll be responsible for writing the recipes for the cooks who are just cooks. It's like nonsensical, right? You get into like a bit of a loop, but that's what we've made normal in our industry. It's completely normal to have it be separated and it's been made to appear like it was always like that. You know, you're a great example of it. You're in the industry and yet you, you know, most people don't. And that was correct. So I think, you know, I think it's a natural, tendency to have this connection and have this process be integrated. And so I think it can't help, but it's pushing its way back already. And I think technology will actually Well, I'm excited for the future. And what I love about your perspective is that it's about integration, not just between trades, but between ideas. And when we stop separating the creative from the technical or art from the craft, that's when true innovation happens. Any design build represents a model that's not only efficient, but also deeply human. It's about people working together, creating homes with soul, integrity, and intention. And for me, conversations like this are a reminder that design isn't just visual, it's structural. It's how we build relationships, processes, trust, and when they're aligned, the results speak for themselves. So David, thank you so much for being here. Where can we find you on social media, website? Give us all the details. Yeah. My, my, uh, company is, uh, any, uh, New England design and construction. Uh, you know, we're on, uh, LinkedIn, Instagram. Uh, my name is David Muniz Supple. And that's my handle on Instagram and LinkedIn. And those are the two main areas And I have this TEDx talk coming out. Check it out. It's called Why Architects Must Become Builders Once More. That's the title. It'll be out in about a month. So if you type that in, Why Architects Must Become Builders Once More, you Perfect. We'll definitely be listening to that. Thank you so much for being here. Thanks for listening to the Interior Perspective. If today's conversation inspired you or you're a broker with a story worth telling, connect with us on Instagram at NicoleFisherInteriorDesign or visit NicoleFisher.com. Until next time, keep creating beauty, living with intention and seeing every space