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Monte Haynes feels fortunate to be busy nowadays, when other developers have shut their doors or reduced their workforces substantially. Haynes is the senior vice president of development management services at GVA Kidder Mathews. He has been in the construction business for more than 40 years, primarily managing projects on behalf of owners. He recently spoke about his industry experience.

What is your philosophy on marketing?

When four others and I started the Portland office of Kidder Mathews seven and a half years ago, I became 100 percent commissioned, just like the commercial real estate brokers I work with. Since I did not feel like I was good at marketing, this change was a concern initially. I don’t see myself as a marketing guy. However, I found that my relationships in the Portland real estate community were much more valuable than I anticipated. The people I admire who are good at marketing are very outgoing, optimistic and very likeable, but they also follow through on their commitments and are truly looking out for their clients, not their company’s short-term gain.

How important is it to be selective about what you pursue, even in a down economy?

Even in this economy, you need to be somewhat selective in the projects you pursue. Profit margins aren’t what they used to be, but my rule of thumb is to draw the line at taking on an opportunity that just doesn’t feel right or requires you to reduce your level of service standards. Don’t take a job you’ll regret later.

What are the top three things that have helped you get work?

For me, it’s been my relationships, others knowing that I will always treat them fairly, and being able to provide services to my clients that add substantial value. I will always offer to include language in my contracts that if a client, in their sole discretion, does not believe, using whatever criteria they choose, that I have added substantially more value than the amount of my fee, they do not have to pay me for my services.

What is a good way to develop meaningful relationships?

I would recommend joining industry associations and actively participating on committees and boards. I have developed a lot of new relationships by being a board member of different industry groups. You learn about opportunities and it gives people a chance to know you in a different way. But it’s not just knowing a lot of people, but having the respect and confidence of a select group of friends and business associates who will refer you work and promote your services.

What’s the most overlooked advice you can offer for companies that want to have a competitive advantage?

It may sound trite, but there is nothing more important than identifying a client’s needs and then making certain that they believe you have exceeded those expectations. This principle of putting a client’s needs ahead of making short-term profits is often overlooked in the construction industry. Owners and design professionals do not have any idea of how high risk, low margin the construction business is. Owners and design professionals very often expect a contractor to read between the lines and include work beyond what is shown. I often refer to the challenge a contractor has of making a profit and maintaining a schedule as fighting on a battlefield. It is easy to forget that you need to ensure quality work, make all your schedule commitments, and meet the balance of your client’s expectations – no matter how difficult it might be … even if it means giving up some or all of the profit on that particular project. In the long run, that philosophy will help guarantee you are successful.

Leo MacLeod is a strategic marketing and new business consultant. Contact him at [email protected].