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Relationships are crucial in establishing a strong business. That is especially true for architects; providing a client a rewarding experience can lead to more projects in the years ahead.

鈥淭hey are only going to keep hiring you if they like your last project,鈥� said Jonah Cohen, a principal at Hacker. 鈥淚t’s a complicated business. When you have a reliable partner, you tend to stick with them.鈥�

SERA Architects has worked on projects with Central City Concern since 2004. But their connection dates back even further: SERA’s founder, the late Bing Sheldon, was a board member of CCC when it was founded in 1979. The two entities share a mission 鈥渢o help the less fortunate find housing,鈥� SERA Associate Principal David Stephenson said.

So, though SERA has played an important role in the nonprofit’s successes, the firm isn’t providing only design work; it’s also understanding CCC’s ultimate goals.

鈥淲hat is most significant is that you know what is important to them,鈥� SERA Managing Principal Joe Pinzone said. 鈥淵ou have to know them a little bit.鈥�

However, oftentimes that familiarity must extend beyond the client. An architect often serves as the point person for coordination involving a myriad of engineers, contractors and consultants. Researching and cultivating ties with those project participants can help put clients at ease, Cohen said.

鈥淚f you know a client has a civil engineering firm they love,鈥� he said, 鈥測ou want to make sure they are on your team.

鈥淏eing sensitive to the economic impact a project has on the location is also important. That money goes to the local economy, which is especially important to government projects.鈥�

Less important for government projects is personal touch.

鈥淚t’s easier on the private side to develop relationships,鈥� Pinzone said. 鈥淭here is no way to foster that with government agencies the same way you can with private companies. There is a constant bidding process with government projects.鈥�

However, even in a competitive bidding process, a long-standing relationship with a client can help.

鈥淐lients want to know that on the last project (the architect) provided a high level of service,鈥� Stephenson said. 鈥溾�楾hey didn’t come in with their own agenda. They exceeded our expectations.’ Even if you are competing for a project, that carries a lot weight.鈥�

Building success for the long term begins before a contract is ever signed. Bora Architects principal Amy Donohue said that pursuing projects that are the right fit is crucial. Bora has been the architect of choice for Hoyt Street Properties‘ Pearl District condominium projects for the past 12 years.

鈥淚 feel like we go after work that we feel we are highly qualified to do,鈥� she said. 鈥淭he owners obviously look at us to make sure it’s a good match.鈥�

Then, moving forward, an architecture firm needs to accomplish two tasks to retain a client, according to Pinzone.

鈥淥ne is establishing a rapport, whether the client is private or public,鈥� he said. 鈥淭hen we have to understand 鈥� the success metrics. We really understand that.鈥�

For Hacker, roughly 50 percent of its business comes from clients it has worked with previously. For other firms, the percentage is even higher. Last year, more than 70 percent of Hennebery Eddy Architects‘ business and more than 50 percent of SERA Architects’ and Ankrom Moisan Architects‘ business came from long-term clients.

Hacker, for instance, in 1986 designed an expanded entrance pavilion and gallery for the 鈥淪pirit of the West鈥� exhibit at the High Desert Museum. The architecture firm has since tackled more than a dozen projects at the Bend museum.

鈥淲e were a tiny office in 1986,鈥� Cohen said. 鈥�(Museum founder) Don Kerr saw an article in The Oregonian about a project we did and called. (Hacker founder Thomas Hacker) was thrilled to get a call like that. They hit it off.鈥�

During the past three decades, both Hacker and the High Desert Museum have experienced leadership changes. Turnover in personnel can sometimes cause a split. For instance, one party’s incoming leader may have pre-existing relationships with other firms, Cohen said.

While Hacker was working with the High Desert Museum, Kerr contracted encephalitis and had to step down as the museum’s president. But the two parties’ relationship endured.

鈥淎fter the dust settled and it was clear that Don Kerr wasn’t coming back, we did a master plan for them,鈥� Cohen said. 鈥淭hey liked it and they just kept coming to us.

鈥淲e’ve just been really fortunate. We never assume anything. It’s special because I have been involved with many of their projects.鈥�

That master plan is still a guiding force for the museum today.

鈥淲e had a meeting about a recent project and (Cohen) let the conversation kind of go,鈥� High Desert Museum Executive Director Dana Whitelaw said. 鈥淎fter we decided on what we wanted, he brought out the master plan and we landed on the same place that the original plan had. We are just on the same page.鈥�

It’s rare for a museum to continue to rely on the same architect for such a long period, Whitelaw said. The High Desert Museum’s management structure facilitates such a relationship, she added.

鈥淔or our last project I made the recommendation to use Hacker,鈥� she said. 鈥淢y board said, 鈥榃hy would we look anywhere else.’鈥�

Sometimes, a change can occur during a project. The departure of a firm’s principal or architect before completion can leave a client shaken and a project in limbo.

鈥淲hen it does happen, the most important thing is to be honest and be prepared to bring a new person who you are proposing,鈥� Cohen said. 鈥淐ome with a proposal and come with humility that the client has veto power.鈥�

To help maintain clients’ comfort, Ankrom Moisan aims to ensure that multiple staffers are plugged in, managing principal Sabine O’Halloran said.

鈥淲e try to have more than one key person,鈥� she said. 鈥淭here is always a backup person. If you just have one person you set yourself up to fail.鈥�

Late last year, Don Eggleston retired from his position as a SERA principal. He had spent 47 years in the architecture business building relationships and knowledge not easily replaced. Pinzone said the firm had to plan ahead to retain those clients that had relationships with SERA through Eggleston.

鈥淥ne of the things we did, long before we knew he was retiring, was to introduce the clients to experienced architects,鈥� Pinzone said. 鈥淭hey got a chance to develop a relationship, and Don made sure it was a good cultural fit.鈥�

Yet even for the best relationships, their continuation ultimately comes down to firms’ work for their clients.

鈥淚t’s all about performance,鈥� Cohen said. 鈥淵ou are only as good as your last project.鈥�