We are laser-focused on our people. Some firms are studio-oriented. At VCBO, teams start with the project from day one to the ribbon-cutting. Our secret sauce is that people become invested in the firm very early in their career, and it becomes natural to become an owner in the firm. We are hired by clients to do what they can’t do for themselves. We protect their backs, and that is a major responsibility. When a client recognizes your commitment to their success, they really appreciate it. You can show some flashy pictures, but that commitment shows up pretty quickly when we are in the trenches. Our first priority is that the client is happy. As a result, over 90% of our work is repeat work. We find the fastest way to turn off a client is nickel-and-diming. We are very cautious in putting together a fee at the beginning. We provide a fee, and then we try not to go back for changes. Because our team stays with the project, it helps us protect that investment in the relationship. Because we are not trying to make our profit on one project, we can look at the longer scale of the relationship. That reinforces their trust in us. What about new clients? Dave: Architects create visual stories for our contractors to make happen. We are part artists and part engineers. Pretty pictures that look nice are not very understandable, and not very helpful, but a good set of drawings that is easily digestible goes a long way. I am very proud when contractors are asked who we should talk to, and a contractor puts our name forward. What is significant about the culture of VCBO? Dave: We are truly a family. We form community groups and mix up our staff to build relationships. VCBO is focused on our staff as our commodity. Employees see that. Emma Kratz-Bailey: VCBO is a good place to work — there really is a spirit of collaboration. People feel safe asking questions, and we are willing to try things and experiment. VCBO encourages people to get to know each other. They establish communities to foster togetherness. Jesse Sherr: I came here after 20 years in the industry and six different firms. We have a people-first approach to our projects and our relationships. That shows in the time that leadership dedicates to our well-being, the resources and room given in terms of workload, and our ability to get to know each other on work time. There is room in our schedules to allow non-work activities. The leaders are very approachable and open to discussions on a deeper level. Coreen: We think of [our VCBO family] and their life goals. They feel that they are benefiting the firm and are appreciated. I started 15 years ago and was very surprised by how well VCBO treated their employees. What does the process and practice look like? Jesse: Before we establish what the building is going to look like, we need to know what its soul wants to be. We want to understand what our clients are like and become ingrained in the culture of the community. We learn about the client and their history. There is a level of care that we are putting into each other, our clients and our buildings that feels exemplary; it feels patient. For instance, when I ask a team member to detail a wall section, I give them the purpose for the details: the best value for the client, stewardship of the client — making sure we have looked for all avenues and not just relying on what has been done before, but what can be done in best practice. We are not trying to develop buildings or products that are run-of-the-mill. Dave: We expanded the effort of quality control. Our Means and Methods Committee meets weekly to address any problems that have arisen. Our quality control person does the code review and will just bleed all over the drawing. As a principal, it is up to us to decide what to integrate. It is all about relationships. Examples? Coreen: There are so many good projects. The Suva Fiji LDS Temple was Zephyr Apartments, Salt Lake City
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