What a North Carolina Architecture Firm Gained By Acquiring an Austin Studio
Story at a Glance:
- Cline identified Texas as a strategic growth market based on its similar growth patterns to North and South Carolina.
- The firm chose acquisition over alliances to quickly build capabilities and access larger opportunities while maintaining local leadership.
- Integration involved a dedicated team, in-person presence, and ongoing collaboration to ensure cultural and operational alignment.
Local and regional construction and design firms with bigger visions face a broad set of questions: How to enter new markets? How to expand capabilities? When to form alliances, or make acquisitions?
Cline, a North Carolina-based architecture, interior design, and landscape architecture firm, recently made the decision to acquire Austin, Texas-based architecture and interiors firm Mark Odom Studio. We’ll look at how Cline identified the market, why it chose acquisition over other models, and how they’re approaching the integration.
Both Cline and Mark Odom have reputations in residential work, but the transaction expands their joint capabilities across mixed-use, workplace, commercial, and renovation and reuse markets as well. Mark Odom Studio will operate as Mark Odom Studio, a Cline Company. And local teams and leadership will remain in place.
Michael Mesnard, AIA, CEO of Cline, says his firm had been evaluating Texas long before discussions with Mark Odom Studio began.
"We began identifying Texas as a strategic next step," says Michael Mesnard, AIA, CEO of Cline. "The growth patterns in Austin and the broader state mirror what we've seen in North and South Carolina, markets where we've built strong, sustained success over nearly four decades."
Cline brought in a Wilmington, N.C.-based business consultant, Thinc Strategy, to refine a plan, with Mark Odom Studio emerging early as a strong fit, both in design approach and company culture.
“After my first conversation with Mark, I immediately felt the alignment; our cultures, values, and approach to design were remarkably similar,” Mesnard says. “From shared design philosophies to complementary project experience. Ultimately it wasn’t just about finding a firm in Austin, it was about finding the right partner.”
Why Acquisition, Not a Different Model
Other firms have formed strategic alliances or even project-based partnerships, often as exploratory efforts. So why move to an acquisition from the start?
Mark Odom says the partnership was a way to achieve capabilities his firm couldn't build alone.
"This right away revealed itself as the natural next step for our team here in Austin," he says. "Joining forces allows us to build on the work we're already doing, [but] partnering with Cline simply provides the added support, resources, and infrastructure to pursue those larger opportunities."
Odom emphasized that the acquisition doesn’t fundamentally change the firm.
“What stays the same is the local leadership and the team,” he says. “I’ll continue to lead the Austin office, and our focus is on growing thoughtfully, serving clients well, and continuing to invest in the Austin market under the Cline brand.”
Managing the Geographic Expansion
For Cline, prior expansion experience will inform how the Austin transition will be handled.
“Geographic expansion only works when it’s grounded in clarity, communication, and collaboration,” Mesnard says. “We’ve expanded strategically over the years, and those experiences have given us a strong foundation for how to approach growth in a new market.”
Mesnard says an internal integration team will drive alignment across offices.
“The most important step for us in Austin was establishing a strong, organized integration plan from day one,” he says. “Our integration team has led that effort, ensuring alignment across culture, systems, technology, business practices, and day-to-day operations.”
Physical presence has also been a priority during the transition.
“We’ve been intentional about showing up in person as well,” Mesnard says. “Team members from across the company have spent time in Austin to ensure the new office feels supported, connected, and equipped.”
Mesnard is explicit about this hands-on approach. “We don’t believe in a ‘set it and forget it’ model,” he says. “Our success has always come from high levels of collaboration across all offices.”
How to Measure Success
Rather than tying success solely to revenue or headcount, Cline is looking at how the integration functions internally and how it affects the work.
“As for how we’ll measure success, it starts with the work we’re doing and the opportunities we’re able to pursue together,” Mesnard says. “We’re also focused on strengthening cross-office relationships, shared workflows, and a cohesive culture across all locations.”
For Odom, the appeal remains in operational capabilities and long-term vision.
“This was about alignment and long-term opportunity,” he said. “Joining forces with Cline allows us to build on the work we are already doing in Austin while gaining additional resources, collaboration, and reach.”
Taken together, the acquisition reflects a specific choice by two firms at a particular moment. Other firms will face different variables. But the process laid out here (identifying the market, vetting the approach, choosing the right partner and model) is a good framework to consider when examining your own next steps.
