Adam Dainow and Charlie Caswell were architects running design studios before they switched to create their own boutique property business. Having sat on both sides of the interview table, they know exactly what they want to hear from an architect’s pitch.
They encourage architects to be real collaborators on projects, not just jobbing designers. Subsequently, they advise architects to talk about the design and development process and how they work, not just the end product. They also expect the architect to have done their research to understand the client’s business, ask the right questions, and pre-empt their pressure points.
The Caswell&Dainow duo will be giving their unique perspective on the art of the pitch, and how a practice can stand out from the crowd as people they want to work with, at RIBA Guerrilla Tactics conference 2024 in November. Here they share their top tips on how to impress the client.
1. Show your problem-solving skills.
Highlight specific examples of challenges you’ve overcome. Each site has its unique constraints and developers will be interested to see how you reacted to them.
“The key is creative thinking,” Charlie says. “No two of our projects have been the same, so we look for a flexible and adaptive approach.”
If you’re pitching, find a diverse range of examples and show how you’d be a valuable collaborator who can turn challenges into opportunities, Charlie suggests.
2. Be the policy expert.
An architect’s understanding of planning policies and regulations is crucial for developers. “Planning is one of the key risks in a development, and some of our best collaborators really excel in this area,” Adam notes. "Your experience from previous applications will be invaluable in selling your services, particularly if you have a niche."
“We started out working in London, but have since expanded to the home counties and major cities throughout England,” Charlie adds. “That’s a lot of different authorities and local plans to keep on top of. For that reason, we always seek to work with practices that have a really deep understanding of a specific area and, ideally, a great track record with a particular council.”
If your client works across broad areas or perhaps a range of typologies, bringing precise or localised input will make you stand out, they also suggest.
3. Stay in regular contact to avoid wasted work.
“Frequent and effective communication is a cornerstone of great collaboration,” Charlie argues. Regular informal check-ins and design meetings allow for continuous feedback and adjustments, catching any issues early and reducing the risk of abortive work.
This will help you better manage your resourcing and inspire confidence in your processes with your developer clients.
“Don’t forget your client will have experience of their own, so they should be seen as a valuable sounding board,” Adam adds. “Staying in contact allows the brief to continue to evolve, fosters a collaborative dynamic, and ultimately results in a better outcome. Your client will need to make decisions based on commercial realities, so have regular check-ins to make sure you're on the same page.”
4. Offer comprehensive in-house services.
“We have started to see more practices providing in-house services like visualisation and planning advice. We appreciate how tough running an architecture business can be, especially in the early days, but this can be something that really helps to add value,” Charlie says.
Consider what your practice can bring to the table, from engineering or planning advice to PR, visuals and branding.
“We love an entrepreneurial approach to architecture,” Adam says. “We are always happy to listen to a pitch which is outside the box.”
From the client’s perspective, it could streamline the appointment process with fewer contracts and less administration to manage.
5. A network of trusted professionals gives you leverage.
Another potential way to boost value is to use your network of professionals in other fields to present a strong project team.
Bringing in engineers, consultants and contractors you have successfully worked with can be mutually beneficial to all parties and can save the developer time.
Developer clients value the stability and proven success that comes with a strong network. “Our favourite practices understand that a building project brings together many different stakeholders and disciplines,” Charlie explains. “Always think about your ‘little black book’ and understand that promoting other people for projects can be a reciprocal process.”
6. Don’t be afraid to discuss past projects that didn’t go as planned.
Sharing these experiences helps you and your clients learn from mistakes and avoid repeating them, Charlie and Adam say. Explain how unforeseen issues were addressed and what changes were made as a result.
This transparency shows that you have a commitment to learning and improvement and will reinforce your credibility.
Clients will appreciate your honesty and the steps you will take to ensure future project success. This philosophy is crucial when evaluating a new project, Adam believes: “If a developer client puts a project on your table and you know it’s going to be too tough to gain planning, tell them. Even though it’s painful to turn down a potential fee, the developer will value your insight and come back to you again.”
7. Have you identified a site? Show it to us.
Bring a potential development site to the table and create your own opportunity.
“Presenting a great site shows you understand what makes a development viable and can really set that first meeting apart,” Adam says. “Instead of a typical portfolio run through, it will kick-start the conversation and instantly gives a flavour of a possible working relationship. If you already have an existing relationship, it will be beneficial.”
This year's Guerrilla Tactics, RIBA’s annual flagship in-person conference, takes place on 6 November 2024.
Celebrating the resilience and versatility of sole practitioners and small practices. It will reveal the secrets to thriving in any climate, explore the transformative power of collaboration and learn from practices that have taken unexpected routes to success.
Guerrilla Tactics will also address the ongoing concerns about fees as AI challenges the architecture profession to rethink how we charge for our design services. This conference also offers a unique networking opportunity, featuring expert-led roundtable discussions on navigating the planning landscape.
Optional access to over 12 hours of separate on-demand CPD via the RIBA Academy is also available.
Early bird tickets for Guerrilla Tactics are available to purchase until 31 July 2024. These cost 20% less than usual ticket prices.
Book early bird tickets to both the in-person conference and CPD
Book early bird tickets to the in-person conference only
Thanks to Adam Dainow and Charlie Caswell, Caswell&Dainow
Text by Neal Morris. This is a Professional Feature edited by the RIBA Practice team. Send us your feedback and ideas.
RIBA Core Curriculum topic: Business, clients and services.
As part of the flexible RIBA CPD programme, professional features count as microlearning. See further information on the updated RIBA CPD core curriculum and on fulfilling your CPD requirements as a RIBA Chartered Member.
