Architects have previously occupied an uneasy territory on the edge of traditional market forces in the economy: a professional path that continually strides between commercial practice and artistic endeavour.

• This split between market forces and artistic endeavour has been highlighted in the past by not competing on price: with profession wide set fee scales. Architects are no longer restricted on the fees that may be charged, and now compete on performance & added value services.

• The status of the architect comes with responsibilities. Their role as a professional has been traditionally valued – as they are able to be trusted to place clients’ interests before their own personal gain. This is Illustrated by architects fees being determined as a percentage of the value of a project. Also the architect is aware of their social responsibilities: creating buildings for all of their users – not just the client that pays for them.

• Architects have a role in limiting any impact on a neighbour or passer by’s amenity. They must achieve these aims (and balance them with personal convictions) through conversation with others. An architect must initially be a skilled listener in public consultations; and then be able to interpret of the requirements of others, and subsequently act as a negotiator and a convincing speaker to describe the merit of a scheme The architect’s role changes substantially post contract: from initially acting in the interest of the client during the design stages – to becoming a mediator and impartial administrator after the contract is placed.

• The relationship with the client often goes beyond a professional one; architects have to be friends with their clients. Over half of all jobs in the UK come from repeat clients.

• Architects must have an ability to negotiate carefully with their own clients to sell their work and explain the merit of good design – Successful architects are able to explain the merits of design in ways that the client understands: “I can increase productivity by making your office a better place to work” “raise your corporate profile through iconic design” rather than discussing the “juxtaposition of fair faced concrete with natural timber flooring.”

• Architects can no longer rely on design talent – they now have to be highly skilled managers to succeed in practice. In many cases clients are efficient business organisations and they expect their architect to be the same.