Architecture | Interiors | Planning
GROUP 3: EXCEEDING EXPECTATIONS 
Builder/Architect Magazine (January/February 2005)
Achieving the nation's highest award begins with client satisfaction.
"Most of our clients look around and simply don't see what they want in the area," Clanton says. "Those tend to be the people who gravitate toward us. If they have a homesite in a particular development and like the architectural style already established in that community, they're probably not going to request us to design their home; they'll likely call on someone who has designed several such homes and ask for something similar. For those clients who do not wish to conform to the status quo, however, we usually become the primary choice because we don't have a singular style. We look at what the client wants to accomplish - and then we try to go beyond that, to give them more."
Such ambition can sometimes require unconventional methods, however. It is not unheard of for Clanton to conduct planning meetings in a client's existing home - even if that means commuting more than a thousand miles to adjourn the meeting. "It's often the only way to really understand how the client defines space," Clanton says. "A 'big living room' may mean one thing to one client and something entirely different to another."
The firm also tends to shy away from "marketing versions" of popular designs, such as Lowcountry homes or French Country estates. Such popular designs are based upon someone else's interpretation of what these styles actually were. "We tend to go back and look at real Lowcountry homes and real French Country estates to see what made them so wonderful," Clanton explains. "This means our drawings don't look like the planbook versions of these homes. They tend to look more authentic, more original, and our clients appreciate that."
CLIENT INTIMACY
Landing a job based upon industry accolades, word-of-mouth referral or sheer design reputation is not enough for Clanton or his partner, architect and interior designer Michael Ruegamer. Enduring success can only be built upon consistent performance and well-satisfied clients. "For me personally," Ruegamer explains, "gaining client trust is about listening. I spend a lot of time talking with my clients about what they want to accomplish with their new home, how they want to use the space and how they want to live. I simply listen. A few days later, when I present to them my initial renderings of what they've been describing, they realize that I truly was listening. It's extremely rare that I don't capture the essence of their vision in that original design."
Once that "essence" is captured, however, fleshing out the interiors can prove to be one of the most challenging - and rewarding - aspects of a residential design project. Many architects claim to do interiors, Ruegamer says, but few are actually capable of space planning, custom molding and cabinetry design, full-service furnishing, interior architectural design and final decorating. Unfortunately, he says, "Many people in the area simply don't think of Group 3 as an interior design firm in the same way they think of us as an architectural firm." In truth, the company offers these services both separately and jointly, depending upon project requirements and client preference. "I believe we provide a level of design continuity that no other firm in the region offers - especially when we are entrusted with a home's architecture and interior design. There's simply a synergy we're capable of achieving that is quite exciting and quite unique, I believe."
MATERIALS & EXPENSE
"I've learned over the years that it's very difficult to take a shortcut," Clanton says. "If you want a wall to look like stone, you need to make it out of stone. As much as you want to think that a great faux painter can make it look like stone, he simply can't. Similarly, if you want a prominent door in your home to look like an old-plank door, you need to build it out of old plank the way they used to build them. To do anything less usually ends up being an inferior substitution and dissatisfying the architect, builder and client."
Similar design oversights can often be seen in less-expensive neighborhoods, though they can occur even in the finest communities. Someone may attempt to design a Georgian mansion, for example, but may select tiny, inexpensive columns. "If you can only afford materials at a certain level, discuss this with your architect before the design process begins in earnest," Clanton says. If a client can't afford redwood trim on the exterior of their home, then they should not be advised to design a home that is trim-intensive. If they do, it's going to look cheap. "The client should design a house that looks good without a lot of trim," Clanton says. "The design should be appropriate to the budget and materials so that later you don't end up having to fake it. For some people, the differences are not important, but they should be, especially when one considers how permanent a home is and the investment that it represents."
For an architectural and interior design firm, one of the most daunting trappings of success is the perception that your services are overpriced simply because your projects tend to be more luxurious. In truth, the firm simply attracts a higher caliber of client - and often a larger budget - because of its professional talents.
"Our designs do tend to look more expensive," says Ruegamer. "This obviously says something about our sense of aesthetics, but our projects are also usually more complex because our clients are more discerning - and this can sometimes affect cost. Yet when clients understand the level of service they're paying for, and compare that to other architects' fees, we are very competitive."
"The homes we design often are expensive," agrees Clanton. "This is also due in part to material selection. Every time we give our clients a choice, they choose the better material. Many in our industry sometimes think the client won't pay for the more expensive material. But usually this is because the options haven't been presented in the right manner. Why would a client knowingly choose hinges that will rust before their home is completed? Because they were never given the choice. Most firms do not offer the choices we offer, nor do they possess the in-house skill necessary to deliver the services we deliver. Many architects say they offer interiors, for example, but we don't always see that translated in the design. I've watched a furniture company unload furniture into one such home and only to discover that there wasn't enough room in the master bedroom for a king-sized bed and two night stands. Sometimes it's true: You get what you pay for."
THE BUILDER/ARCHITECT RELATIONSHIP
Group 3 believes in designing highly detailed, correct plans, Clanton says - not just because it makes for a great home, but also because it makes for a great process. "We spend a lot of time in our staff meetings talking about correct plans," he says. "Even a simple mistake in a set of plans can lead our building and trade partners to begin to distrust the plans. Once that happens, many in the field will tend to ignore what's in the plans and start trying to interpret their conceptual meaning. It's therefore very important that our plans be accurate, builder-friendly and straightforwardly presented not only for what's going to make it easier to build but also for what's going to help the builder construct the home in the way consistent with our vision. We think this approach - this commitment to accurate plans - makes builders happy."
Having said this, Clanton admits that for many builders, "It requires a real mental shift to begin working with us because they're so used to plans not being accurate. New builders often have to learn to trust our plans; once they do, they love us for it."
Not only does trusting the plans help ensure a smooth construction process, so too does consistent client communication help ensure a successful project. In the case of Group 3, communication typically occurs through the architect's office.
"Usually, when I enjoy the relationship with the client," Clanton explains, "that means the builder gets to build the better home - clients make the correct choices regarding materials and budget. Often times, when the client begins to deal directly with the builder, budget becomes the single most important factor. When the builder allows us to do the heavy lifting on topics concerning design choices and materials selection, we usually will come back to the builder with the better quality components. This creates beautiful homes and happy clients. And if the owner really feels compelled to squeeze that extra $20,000 or $100,000 out of a project, it's usually better - both practically and professionally - if we are the ones who go to the builder and work out how best to conserve resources, if necessary."
Such teamwork makes for a strong relationship between the builder and architect. When real problems arise - and they sometimes do - both are able to work selflessly on behalf of the client in order to achieve the best possible outcome.
"We had an issue on a project," Ruegamer recalls, "because it was not permissible to build a home of more than 5,000 square feet in a given area. What's more, a portion of that particular parcel of property was in a velocity or 'V' zone."
THE SOLUTION?
"We separated one wing from the rest of the home," Ruegamer says. "This involved the installation of a separate thermostat and HVAC unit, as well as the creation of an expansion joint that would break away in case of a storm. Even the roof and foundation were separated from the main house, though one would never know it simply by looking at the home."
Because of the trusting relationship Group 3 enjoyed with its build partner, the firm was able to work quickly to resolve this complication before it unduly impacted the client's budget and time line. Not only did this teamwork result in a pleasing outcome for the client, it also earned both the builder and the architect the highest award achievable in the home building industry that year.
"That's when you know you've done it right," says Ruegamer. "When the client is thrilled, the builder is pleased and the architect is proud. Only then can you deem a project truly successful. Winning the awards for a job well done is just an added bonus when everything else falls into place."
Founded in 1986, Group 3 maintains offices on Hilton Head Island (SC) and Charleston (SC). The nationally award-winning firm has earned recognition throughout the residential- and commercial-design industries, offering uniquely integrated interior, planning and architectural services to discerning clients nationwide. For more information, please call the headquarters in Hilton Head at (843) 689-9060 or visit the firm's website at www.group3arch.com. [ TO TOP ]
