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STEER CLIENT, from page 11

“Not only do we show them our opinion about the cost of construc- tion, we also provide them a total project cost summary sheet that shows many of the development costs (i.e. soft costs) that should also be included in their budget. This ad- ditional cost can vary, but normal- ly it is between 15 to 22 percent of the construction cost. Being able to see these additional costs, which they may not have thought of, helps them to fully grasp the total budget needed.” Once they’ve trimmed their budget, their dream building becomes a bit easier. At this point, CMBA begins a “want versus need” discussion. “We help themprioritize these wants and needs and match dollars to each of them. The client is then asked to select the items that truly have to be included. Should the client still want to pursue the out-of-budget project size, we then offer options in pro- gram size or finish options that can help bring the project costs back into reality,” he says. Other tactics include hiring an unbi- ased source such as an independent cost consultant to provide a more detailed cost opinion. “In every situation, we try to main- tain an open dialogue during the cost estimation process,” he says. “This transparency can really build trust and show a client the true add- ed-value architects provide.” Doug Mutcher, project manager at Westwood (Eden Prairie, MN), a multi-disciplined surveying and en- gineering firm, says that you should always try to make your client’s vi- sion a reality, but you need to edu- cate them along the way so they un- derstand the implications of their vi- sion. “Granted, some clients are more dif- ficult than others, but if you can step them through the thought process and get them to trust that you are truly doing everything possible to make their vision a reality, they’ll ap- preciate you for your efforts and be a repeat client because you didn’t just tell them, ‘It can’t be done.’ We’re better when we keep an open mind, take off our engineering blinders, and provide viable solutions.”

❚ ❚ Ask, “What is driving the client to this expectation?” Understanding their motivation for why they are asking for something is absolutely essential for effectively resolving the matter. ❚ ❚ Develop alternatives that allow them to still meet their overall project goals, just in a different fashion than they expected at the outset. ❚ ❚ Provide the client with talking points as to why their original expectation cannot be met. This allows them to explain their change in direction to others confidently, without the ap- pearance of having made a mistake themselves. “Not only do we show them our opinion about the cost of construction, we also provide them a total project cost summary sheet that shows many of the development costs (i.e. soft costs) that should also be included in their budget. This additional cost can vary, but normally it is between 15 to 22 percent of the construction LAY YOUR CARDS ON THE TABLE. Brian Crich- ton, president and CEO of Cannon Moss Brygger Architects (Sioux City, IA), a 60-person firm, says early intervention is the best prevention. Very early in a project, CMBA uses its prior project knowledge and cur- rent understanding of market condi- tions to help the client see what they can get for their identified budget. cost. Being able to see these additional costs, which they may not have thought of, helps them to fully grasp the total budget needed.”

ARE YOU THINKING SERIOUSLY ABOUT BUYING OR SELLING? The architecture, engineering, and environmental consulting industry is experiencing an unprecedented boom in M&A activity. Is your firm ready to make a smart deal for growth? Is your leadership prepared to critically evaluate offers as they come in? For M&A In-a-Day, Zweig Group’s M&A team comes to you for a briskly-paced, interactive one-day session that covers all phases of a transaction – from developing a strategy to post-deal integration. The program is field- developed from actual client engagements and realworld experience advising hundreds of transactions of all sizes in the A/E industry. Attendees learn: ❚ ❚ How to develop an M&A strategy ❚ ❚ How to screen candidates and identify strong prospects. ❚ ❚ How to evaluating candidates and establish a basis for value ❚ ❚ How to weigh complex legal, tax, and accounting implications of transactions ❚ ❚ How to structure the deal and negotiate to their advantage ❚ ❚ Post-closing integration tactics to ensure success. Who should attend: With M&A in a Day, transaction specialists come to your firm to ensure confidentiality. Whether you are interested in buying or selling, firm leadership should attend the seminar. ❚ ❚ Business leaders, including presidents, CFOs, and CEOs ❚ ❚ Market/office leaders who will head up an acquisition effort for their line of business ❚ ❚ Corporate development and strategyfinance executives ❚ ❚ HR executives and others who will be involved in firm integration Continuing education: Attendees earn 6 CEUs. Zweig Group is registered with the AIA for continuing professional education credits. Attendees receive a certificate of attendance. For more information, visit zweiggroup.com/ seminars/maiad or email jkiser@zweiggroup. com

THE ZWEIG LETTER Januray 18, 2016, ISSUE 1135

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