August 23, 2021

We cover obstacles like product shortages  a lot in the pages of KBB and in news articles on our website, because no matter what, there are always going to be hurdles to clear as a design professional. Some challenges are tried and true and some may change over time, depending on what is going on within our industry.

The trials you had to overcome at the onset of the pandemic and during it are most likely different than those you are dealing with in its aftermath. Although there will be some project challenges – like managing client expectations – that are always there in varying degrees.

KBB spoke with several industry pros to get their take on several challenges they are undergoing these days – pandemic based or not – to find out what solutions they have been implementing to always stay ahead of the curve.

Anticipating and Overseeing Client Needs

This has been an ongoing process that as design professionals you hone throughout the years. It is definitely a learning experience and one that has become even more challenging now with the aftereffects on our industry after COVID.

It may be a relief to know that most of your peers are dealing with the same struggle. Product shortages, material price hikes – you name it, it’s going on right now. And although most clients are aware of the situation, some may feel that you have control over it when nothing could be further from the truth.

“I have a lot of Type A clients who are used to getting what they want when they want it,” said Sharon L. Sherman, CKD, owner of Wyckoff, N.J.-based Thyme & Place Design. “We cover a lot of these unforeseen issues in our contract because no project will ever be perfect – nothing in life ever is.”

Sherman also says she and her team are big advocates of solving issues on site with clients, and they do not start a job until everything has been ordered and delivered. She adds that having both a sense of humor and reality helps too.

According to designer Sarah Wilson, owner of Chansaerae Designs in Bowie, Md., it is easier to manage her clients’ expectations right now because she is communicating more with them than she ever has before. If anything changes on the project, she lets them know right away.

“We can really only control how we respond to issues and follow up with our clients right now,” said Michael Kaestner, CLIPP, owner of Philadelphia-based Kaestner Designs. “We have a system where certain things need to be in place before next steps can be taken. When everyone on the team is communicating the same message, this keeps clients’ emotions at bay.

Kaestner said he uses a system where certain things need to be in place before next steps can be taken. He also checks in with his vendors on a regular basis to find out if product lead times have increased and gives his clients those updates as soon as he receives them.

With vendors constantly changing their dates and quotes becoming dated sooner than later, James Justice, owner and lead designer of Medina, Ohio-based Architectural Justice Design Center, is as up front as he can be with updates to his clients and does not overpromise.

Sourcing Alternative Materials

With the kitchen and bath product shortages, design professionals are having to come up with other options for their clients. Some are using what they can while they are waiting for the real thing, for example, freestanding mirrors until the medicine cabinets come in.

Justice said his firm has started researching and using new vendors they had not before. He added that for designers who have gotten used to go-to brands, this is an opportunity to be open to new offerings. Kaestner added that it is important to ensure that these new brands uphold the same standards as those you have been using all along.

“Do not overpromise or, alternatively, throw shade on a product you feel is inferior, because you may have to use those in our current situation,” said Kaestner. “Then you lose your credibility.”

Rose Ott, AKBD, of Long Beach, N.Y.-based Rose Ott Design, tries to source products that are deliverable within a reasonable amount of time if the client can’t wait. She has also started specifying brands sold in big-box stores because they can ship right away. Semi-custom cabinets are another option if custom can’t happen. An alternative is to schedule the project for a better time.

“Lead times are as much as 27 weeks out, so if clients want something sooner than that, they may be limiting themselves,” said Ellen Lopez, CMKBD, creative director of Hichsville, N.Y.-based EL Design Studio. “We still may have to wait on a contractor to do the job, so they may as well postpone and get exactly what they want.”

Wilson said it also helps if vendors can be forthcoming with any updates on product shortages so she knows as soon as possible if she does need to source a replacement. Because some of hers have not recently been helpful with this, she doesn’t know if she will use those brands moving forward.

Navigating Team Members

Different people have different personalities – that’s never going to change. The key is to be able to work together as functionally as possible to ensure successful projects. Kaestner says it also pays to overprepare, stay focused and read queues so you can foresee any issues that may occur with the team ahead of time.

“You can’t assume everything will be smooth sailing, but you do need to convey the same information as a united front to your clients,” he added.

On Ott’s projects, everyone has a clear-cut role, and they all stay in their lanes. At Wilson’s design/build firm, Wilson says the project manager needs to be accountable for all his/her subcontractors; when they make mistakes, it costs money. She insists that the specifications are all communicated in a laminated book and even shares her phone number with her team to ensure everyone is on the same page. She also goes on at least one site visit per week and double checks orders for mistakes.

Sherman says her firm has what she calls a “play nice in the sandbox” agreement with all contractors; the team works together, and no one throws someone else under the bus.

“We are all a family – at time dysfunctional and functional – but is all has to be about the client experience,” she added. “Communication is a key factor in the success or failure of any project. As soon as any issue is uncovered, we want to know about it so we can find a solution to keep the project moving.”

Lopez says at times she works with contractors who do not respect her work – some not even wanting to look at her professional plans because they feel they know best. She overcomes this by addressing everyone on the team as an equal partner and sticking to her guns about her own expertise.

“When you do find the right team, it makes the experience so much more elevated for everyone – it is so worth it,” added Lopez.

Some of the challenges we discussed with these experts are for the time being, and some are always going to be a work in progress. It pays to always stay one step ahead in planning for almost anything and learning from past mishaps, which helps put a plan in place for what lies ahead around every curve.

By Chelsie Butler

Photo credit: Olly/Adobe Stock