I have been a full-time in-house specifier for the past eight years (RA with 25 years total experience). Recently, I’ve wondered if there is anywhere to go from here while maintaining my involvement with specs and Q/A. Other than accruing more experience, how does one gain greater standing or more exposure within a firm? Managing one or more additional specifiers or PAs who prepare specs is the only thing that comes to mind. Has anyone been promoted to associate, vice president, partner or some other corporate role?
This question is not intended to be salary related but rather role related. Is the in-house specifier in a deadend position?
Depends on the firm and how its leadership percieves the work you do. In one firm I was named Associate a year after arrival and Senior Associate shortly there after. In another - Associate, Sr. Associate and Vice President. All the while I was very active in AIA and CSI and the principals of the firms knew it. For me it was timing.
I’m now an independent and love it.
In the most recent issue of BD+C, Walter Marlowe, executive director of CSI responded to the following question:
“Are specifiers an endangered species at AEC firms?”
WM Response: There’s a changing role for the specifier, no doubt about that. The key is the knowledge that they bring to the construction process. With the advent of BIM, the growth of software solutions, and specifications from databases, specifiers need to move more into a role of knowledge manager. They’re going to be managing the access to specification information in databases. They’re going to be important in assuring the quality of information in a specification. Without that knowledge, a lot of that information from software may not be accurate.
Dead End Position? Absolutely not! Im a Senior Vice President at my firm and I know of at least two other dedicated specifiers who are principals at their respective firms. Gaining respect for me came from quality specifications but even more directly from my involvement with CSI. I have always been real active at the Chapter level, and some at Region level as well. The folks here recognized (I did a little campaigning) the value of my CSI-related activities and use the fact that Im a past Chapter President and past Region Technical Chair among many other positions, and a Fellow in CSI, in our marketing materials.
Ive also made presentations at the CSI Convention, Region Conferences, etc. to further increase my visibility. Ive gotten my firm involved as corporate sponsors of local CSI events as well in an effort to show them the value of our organization.
Managing others within the firm is a very small part of my deal.
Yes, there are some who have gained enough respect within their offices to make higher management levels.
My office is a partnership. I was made an Associate about 6 years after joinging the firm and have advanced through Senior Associate, Director of Research and Specificaitons and currently an Associate Principal.
In addition, I am solely a specifier, I am not a registered architect.
I had those same thoughts you’re having about 2 years ago. In the firm I worked for, people having less or equal experience, and that were either more design savy and/or great “people” persons that work well with clients, were promoted to VP or principal. The firm thought I was indispensable, but I had the same title as an unregistered architecture graduate in the office with 10 year’s experience.
Solution: Do my own thing and now I can call myself anything I want.
I am a senior associate at my present firm and in my previous firm was supposed to be promoted to principal at the next promotion cycle (whenever that ends up being). I think being in the firm management is ESSENTIAL to being a good specifier – you’re making daily decisions on quality and risk management for the firm, and in many cases, you’re the one person who sees every job in the office. In fact, I think if you’re not at a senior staff position, you simply can’t do your job properly because you have to have the authority of the partnership behind you (and everyone has to know that). I also am not licensed (and I’m not even an architect by training) but I see my job as absolutely critical to the smooth operation of the firm. when the firm is discussing new materials, the people around the table are four partners and me; I’m considered integral to the implementation of new materials and/or processes in the office.
I would like to echo Anne’s assessment of the specifier’s role 110%. Especially the part about having the support of the principals (and the respect of the PAs and PMs). Something most architects do not realize: they may work on a few projects in any given year, whereas the (in-house) specifier for that firm may work on anywhere from 20 to 30, if not more. This makes for a more concentrated exposure to the technical, and what seems to be an innate ability for most specifiers to retain and manage information truly makes them an invaluable resource to all the staff. In time (maybe even short) the knowledgeable specifier will earn the trust and respect of senior level management - in turn earning promotions and authority.
The result has personally paid off: I, too am a senior associate with the company, and there’s room to keep growing.
Specifiers are in tremendous demand. The firm that refuses to acknowledge the importance of that position is going to suffer, especially as the industry transitions to new technologies, like BIM. The better firms will do what it takes to keep key people, and that usually includes delegating more responsibility.
Our firm is unusal in not having associates or principals. Instead we have grades that parallel the GS designations of the federal government and people are given titles that reflect their function.
In the firm I work at now (about 150 people), the senior specifier is a principal. I was assured Friday, (during my performance review!) that the firm has no limits on advancement for me as a specifier, despite the fact the the firm’s “Criteria for Advancement” include many areas that I do not (and probably would not) get involved in. Responsibilities, beyond specs, that I have taken on include roles in training and professional development, and quality assurance. I was recently appointed to our ISO 9000 Quality Steering Committee. There seems to be plenty of ways to get involved in management and advance.
Thanks to all who have posted. I see that the in-house specifier is certainly NOT in a dead end position IF the firm indeed values the knowledge and contributions made to its work AND backs the specifier.
In addition to preparing project manuals suitable for bidding and construction, I perform quality assurance reviews, code reviews, help identify suitable lunch-and-learns, sit on several committess and am very active in my local CSI chapter. In fact, I’ve gained local credibility through our certification course and I’m also on the chapter board.
For me, the problem is that the firm and some project managers/architects don’t truly value the work I do. Recently, one Associate said he doesn’t need specs for his projects. Over the past couple of years, I’ve had discussions about what I bring to the table, but little has changed. Because I’m not an Associate, consultants know they can largely ignore my direction and comments, especially if they require considerable effort. It took 10 years for me to be recognized as the “employee of the month” and that was due to someone who assisted me for a few months. His nomination said, “spec writing is more than pushing a few buttons; it requires considerable knowledge and time”.
John Bunzick: I seem to remember that you changed firms within the past year or so. Did these issues play a part in your decision to swith firms?
Because most of you have administrative responsibilities, I’m curious about what percentage of project manuals each of you prepare and how the remainder are prepared.
Short version: My decision to switch firms had more to do with the type of work the firms do than opportunity for advancement. I wanted to be specifying larger, more interesting projects. At my prior employer, I was part of the senior mananagement as well, though it is a much smaller firm.
Right now, I’m taking a break from the specs a bit and helping out to provide some CA oversight on a rather difficult high-rise condo project. Under normal circumstances, however, I can figure on doing about 20 - 25 project manuals per year, for projects ranging from as little as 2 or 3 million, to about 110 - 120 million. Healthcare, Higher Ed, Assisted Living mostly. Our overflow is handled by an outside specifications consultant who uses our office masters as a basis, supplemented and modified as necessary.
Please let me know if you would consider relocating to Dallas (sunny and low 70s today). At our firm at least, the specifications writer role is considered to be an invaluable technical resource, and one not to be taken lightly. Your expertise would be very much appreciated and valued.
Steven:
I switched firms 3 months ago and a big part of the switch was the disregard that I saw in my former firm for the position of specifier. I felt I was treated very well and was a firm wide resource, and could set my own schedule, but the firm had as many “sustainability coordinators” as they did specifiers, and treated the sustainability people as bringing more to the table. I had exit interviews with 5 partners, and I think this issue is being looked at seriously now – because they never thought I would leave. I was able to negotiate a good position in my current firm, but a big part of my negotiations was how the role of the specifier was seen in the office and what role I would play in overall office work. And of course, the opportunity to work on truly world-class design was a big consideration. (I have to remember this as I continue to sneeze from all the pollen in the air here in LA)
I don’t feel a qualified spec writer should need to “sell” their services in a legitimate firm and if you find yourself having to do that, I agree with Dean that its time to leave. there are tons of positions open for specifiers – I can think of three in Seattle, and probably a dozen in the LA area, not to mention nearly every other location out there.
Your comments really hit close to home. Our firm just elevated a young person to “Practice Area Director” for Sustainability. There is no equivalent director position for Specifications, and I prepare virtually all of our specifications.
Very fortunately, that person passed his oral exam in the same month so that they are now actually a registered Architect.
I’ll reiterate: we (meaning any firm) does not get sued if a building doesn’t pass a LEED rating; the rating is determined by a third-party, for profit organization, not a state agency. Every office I know has a “not responsible” clause and does not guarantee a LEED rating.
we get sued if the specs are a problem. if firm management doesn’t “get” that, then I think there is a problem in the overall emphasis of the firm and its why I left my former employer. (and they are VERY aware of that) I had a lot of conversations about that emphasis before I hired on at my current firm.