Truth Is Golden ep. 305 - Good Fucking Design Podcast w/ Jason Bacher

One founding half of GFDA and certified foulmouth, Jason Bacher is a talented designer, dedicated teacher and all-around decent human being. We talked about his humble beginnings selling wallpaper and how that eventually led him to found Good Fucking Design Advice with his long-time friend Brian Buirge. We also talked about failure, the strangeness of moving to new cities, firing your mother twice and the value of standing out using unbridled profanities.

About the podcast: The intent behind our podcast series "Truth Is Golden" is to look at renowned creatives and their work with a critical eye. We aim to ask deep questions in order to peel back the layers of marketing, clever one-liners and sexy branding. We want to show the world what it truly takes for genuinely creative forces to find their own voice build a career on what is very often nothing more than a drive to do things differently. We want to hear about the successes, the failures, the inspirational stories and the lessons gleaned from all of it. We want the truth so that we can inspire other people to fulfill their own creative aspirations and in the process contribute to making the world a better place.

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Why Procurement Sucks And What You Can Do About It

Reading time ~10 minutes

ACME Corp. procurement officer.

ACME Corp. procurement officer.

Procurement sucks. Having to bend over backwards in order to jump through hoops on fire over a trap lined with spikes while being chased by a hungry tiger is no cakewalk. Yet, many creative professionals put up with it as it is culturally accepted that, working for free and giving away intellectual property is a small price to pay in order to get work. And in certain cases, it may make sense. But in most of them it doesn’t and more often than not both parties end up worse off as a result of doing business in that fashion.

People in charge of procurement with public dollars have to do what they can, to ensure that the money is well-spent and that there is a high level of accountability within public institutions, for taxpayers to be able to transparently see how their money is spent. Whether this is what actually happens in the real world is another touchy debate that I won’t delve into here.

If one is procuring commodities, traditional procurement makes sense. Whether the Toronto police gets their cars from one dealer or another, they’ll basically get the same product. The main thing being negotiated is price, but the cars come from the same factory. Same for stationery, whether your paper pads come from Staples or Grand & Toy, any difference in quality will be too insignificant to notice and even if somehow you ended up with a subpar paper pad, you’ll probably survive the ordeal.

The problem is when professional services are being treated like commodities. If you listen to one of my past podcasts, Toon Dreessen talks about the absurdity of some situations he’s found himself in. One story that stuck with me is the conversation he had with a stationery procurement officer who did not understand why an architect was required for this project and treated it like she treated paper.

As providers of professional services in the design field, architects know very well that a solution cannot be prescribed in good conscience before a proper diagnostic of the client’s challenges has been made. A doctor practicing that way would be stripped of his credentials and likely sent to jail, yet, procurement processes expect architects to do exactly that. This is a maddening proposition that makes no sense and can actually be harmful.

It really begs the question: why are procurement departments acting so shortsightedly? I genuinely don’t have a clear answer so far, but if we look at how they are incentivized, perhaps we can find the beginning of an explanation. Procurement’s job is to procure something at the lowest cost, as their mandate is to save their employer’s money. Which makes sense if we’re talking about stationery. But when it comes to design services, it has been well established by now, that the cost of designing a building has little to do with its total cost over a lifetime both in terms of capital costs (construction) and operational costs (life-cycle and maintenance), as the design cost is a fraction of the capital cost, which can be itself a fraction of the operational cost.

If a building is designed to save 50% in operational costs over its lifetime, isn’t that worth a higher design fee? And the architect who can confidently deliver on that promise should naturally command a higher price, as his services are more valuable than that of the architect whose designs will cost more operationally. Yet, when procuring these services, these facts are often ignored and the lowest bidder wins. I’m not even going to go into how some firms bid at a loss to “stay busy” and keep their employees on the payroll, while counting on charging for extras, a.k.a. playing the “gotcha” game to stay profitable.

Due to their very mandate, keeping costs low at all cost - pun intended - procurement people are not your friends, as they are by nature asked to undermine you and the value of your services at every turn. Put yourself in their shoes, what would you do in their place?

Your mission as a designer is to solve problems and the more complex those problems are, the more you ought to be paid for it, as this is inherently valuable to your clients, until their procurement departments get involved…

What’s the solution? In the case of public money, I’m not sure there is a solution short of legislating on the matter in order to make the procurement process holistic, and incidentally the topic of an upcoming Single Serves podcast, also with Dreessen. As far as the private sector is concerned, this is where I see a great opportunity to break away from the uncompensated pitch, were we too often give ideas away for free in the hope of getting our pittance.

On one hand, professional service providers have to grow a pair and stop grovelling to their clients’ every whim and tell them when they’re being unreasonable with their demands of a 578-page proposal including a fully resolved building design, construction documents, their staff’s full employment history, including their immigration status - as applicable - as well as their grandmother’s birth certificate and their kids weekly school menu, and I’m barely exaggerating. If what they’re asking for has no relevance to the provision of the service, you are perfectly within your right to tell them off, politely but firmly as you now know they’re just dicking you around.

Imagine if you went on a first date with someone and they keep rescheduling, changing the venue, until you finally get to meet them in person after 10 reschedules and then they spend the entire date fucking with you, keeping you guessing and asking a lot of very deep and personal questions without revealing anything about themselve, wouldn’t you walk away? You would, because you intuitively know that it’s not gonna get better over time. The same goes for your clients. If they metaphorically fuck with you by being unreasonable, chances are they won’t suddenly change if they ever hire you and you’re better off leaving them to your competition.

On the other hand, private companies who feel like they “have to” go through a complex and byzantine procurement process to hire professional service providers, really ought to ask themselves how that’s gonna serve them in the long term. This is where there is a shift that needs to happen, from the cost of the service to the value.

A big part of demonstrating that value is, I’m afraid, your responsibility. It’s a tough job, but not impossible, it merely requires a concerted effort and the development of a long term view of your business’ growth. In this age of crazed and insanely fast (too much so in my opinion) startup funding, venture capital and IPOs, in the vein of the “break things and move fast” credo of Facebook, one really has to sit back and ask “What am I really trying to accomplish here?” Maybe “slowing down and mending things” isn’t such a bad idea after all.

From there, it is possible that the answers will start coming to you and with a healthy dose of courage, one can dig oneself out of this hellhole that is procurement. The alternative is to remain a commodity who’s being mistreated at every turn by clients who are total dicks and are not even apologetic about it.

Which do you want to be?


Arnaud Marthouret is the founder of rvltr and leads their strategy, visual communications and media efforts. He has helped numerous architects and interior designers promote themselves in their best light - pun intended - in order to help them run more effective practices and grow in a meaningful way.

If you have questions about this article or rvltr, or want to chat about your strategy and communications, you can leave a comment, share with a friend, or reach him at arnaud{at}rvltr.studio.