12.03.2010

Working Globally: How to Successfully Engage Clients Anywhere

Joan Blumenfeld

As an architect who specializes in interiors in Perkins+Will’s New York office, most of my work had previously been located pretty close to home. But along with many of our competitors, as the domestic market slowed we compensated by pursuing work overseas, particularly in the Middle East and Asia. The work ranges in size from millions of square feet of institutional work to small satellite offices for an existing client. The one thing that all of these projects have in common regardless of size is that they are regionally unique. We had to learn how to manage them on a case-by-case basis.

Outlining project structure and scope of work

One of the first things we learned in responding to RFPs was that project structure did not necessarily follow typical protocol. Definitions of project phases, deliverables, and level of involvement by the architect can vary widely from the standard set by a typical AIA contract. Contract negotiations will set the parameters that define the scopes and responsibilities of various parties throughout the project, and differing definitions mean that the ground rules need to be spelled out carefully for all parties. Roles and responsibilities for architects, local architects, consultants, contractors, and governments all need to be understood within the local context.

In the Middle East, as an example, deliverables for the end of the phase roughly corresponding to design development may not include the level of detail necessary for a smooth handover to a local architect. Construction documents as a result are typically less detailed and the phase usually is not staffed as fully as in the United States, with the expectation that the architect will spend more time on the site during construction administration. However, time in the field may not be adequate to properly convey design intent on projects with a high level of sophistication, even if some of that time is allocated to the design architect.

Establishing a project team

The first task in setting up a project is establishing a project team and identifying an associated local architect. The relationship must be truly collaborative (just as it is in successful domestic work), or there is a risk that design intent will be lost. Local architects or consultants must be vetted beforehand for their capabilities and their understanding of the level of quality of work that will be expected for a finished product. These capabilities can vary widely, and research into Web sites or personal references can help to winnow out unsuitable candidates.

Another screening measure can be a detailed discussion of fee, scope, and deliverables. This sometimes can uncover ignorance about project requirements that can signify a lack of adequate experience. If possible, it is preferable to bid to several local architects in order to get a better understanding of local fees. A side benefit is that if there is enough correspondence defining the project scope it may also serve as a good indication of what working together would be like in the future.

Contract negotiations

Contracts also must address payment issues that need to be flushed out at the beginning of the process. Payment, either by a client or to a consultant, should be in dollars at an agreed on exchange rate to avoid sudden and unforeseen fluctuations in currency. If the specifications and construction documents will be done in a language besides English, translation must be included in the fee agreement with the consultants and the local architect. Many countries also have value-added taxes or other taxes on work done by consultants or local architects for foreign companies that they need to identify and quantify before you reach an agreement with them. These taxes can be as high as 15 percent, so they can be a major source of friction if they are charged to you and then passed along to an unhappy and unsuspecting client.

Flexible work schedule

Not only language, but differences in time zones can create challenges when working internationally. Establishing regular methods of frequent communication with both clients and consultants is crucial. While e-mail is indispensable as a communication tool, nothing will substitute for a direct conversation. This can mean working on the weekend on Middle Eastern projects because their primary day off is Friday. It also can mean that someone must be on the phone late at night or early in the morning, particularly for work in Asia where the time difference is 11 hours or more, but also in the Middle East which is 6 to 8 hours ahead--just enough to make overlaps in the workday short.

Communication tools and resources

Conversations that include visual references such as drawings or images may be necessary as well. Videoconferencing is a poor choice, as the technology is crude and unreliable, unless you have access to TelePresence, which is not in the budget for most architecture firms or clients alike. Live Meeting is efficient and relatively low-tech, allowing both parties to look at the same document while carrying on a conversation. No matter what the format, establishing regular times for meetings or phone calls is helpful. Even for relatively small projects, there is nothing like face-to-face meetings. Working sessions with associated architects and consultants will smooth many rough edges, and meeting a client and making a presentation directly will also build the kind of trust that is required for successful projects anywhere.

As a matter of fact, one of the great pleasures of working in far-away locales is that it creates an opportunity to visit wonderful places and meet people in a very different setting than when traveling as a tourist. Architecture is a global profession with a common language that allows us to work together with talented and professional individuals regardless of place.

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