One rarely discussed aspect of interior design that is actually incredibly common is being hired to pick up where other design teams have left off. It’s so common, in fact, that our firm has created a specific service distinction for the offering: SOS Services. From property positioning to design, floor plan rework to drawing completion, budget review to engineering value, through furniture procurement and installation — we have been called in to do any and all. While our team embraces the creative challenge, getting to the point in a project where it needs to be “rescued” is not an ideal scenario. For our clients, it presents major challenges, especially when it comes to the project timeline and budget. Our many internal discussions about “SOS” projects and the accompanying challenges led us to dive deeper into how clients can avoid projects getting off the rails in the first place.
While it may sound simple, the main thing that should be done during the hiring process is to make sure the team being considered can show examples of all these important project management traits. Every firm will say the same things on their websites, social media, or even in person. But, just like interviewing a new employee, it’s important to ask questions that delve deeper. If the design firm boasts clear communication, it’s important to ask for specifics. They should be able to explain the coordination process on a project — not just how it should go but how it has gone, in their experience. How did their involvement help it to run smoother? They should be able to provide examples of how they saved their clients money or helped meet a tight time frame. Another place to look is their company culture. Do their employees enjoy working there because it’s fun and fits within their lifestyle? Or, more than that, do they feel seen, heard and respected? The way the employees are treated is often reflected in customer service and project management as well.
The bid and proposal review process often lacks thorough communication and transparency, and the industry standard won’t change until we realize that’s lacking and work to improve it. The focus is almost always on service costs and aesthetics, and all these other details don’t come to light until the middle of the process and it’s apparent that it’s not working. At that point, the next step is to weigh the options and try to decide which route will cost more money: continuing with the team in place or trying to find someone else that might be better. And while we say this in relation to interior design, this easily expands to all collaborations and business relationships. Accountability matters and we should be able to expect that all hands involved are equally invested to see a project cross the finish line successfully.
Christina Johnson is creative director of Phoenix- and San Francisco-based Private Label International, a full-service interior design studio that develops hospitality environments and lifestyle brand experiences for clients worldwide.
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