An article by Tim Willment
Introduction: A Guide for Aspiring Architects
They say the hardest part of architecture isn’t the designing—it’s the communicating. That might sound dramatic, but think about it: no matter how brilliant your concept is, if you can’t get a client to see, understand, and love it, the project goes nowhere.
Articles by the Royal Institute of British Architects suggest that communication breakdowns are among the top reasons client relationships fail.
Clear communication is a skill, not a talent. It’s something you can learn, refine, and use to your advantage. Presenting your ideas well? That’s step one. Managing expectations so there’s no “surprise frustration”? Step two. And building trust that turns one-time clients into lifelong advocates? That’s where the magic happens.
In this guide, I’ll show you how to do all three—and do them well. Whether you’re a student just beginning your career or someone aiming to sharpen your skills, these insights will help you bridge the gap between your vision and your audience’s understanding. Let’s dive in.
How do Architect’s present their work?
Your designs are brilliant. But brilliance means nothing if the client—or your boss—can’t see it.
Most clients don’t come with an architectural degree, and most bosses don’t have endless time to decode your intentions. They rely on you to connect the dots. This is where understanding narrative can make or break your project.
I’ll admit, when I first learned about narrative in university, I thought it was fluff.
I thought it was just something you put in your portfolio to sound intellectual. I didn’t get it—and I didn’t see how it affected me. That changed quickly when I started working in practice.
Here’s the truth they don’t always tell you: you won’t spend most of your time selling ideas to clients. You’ll spend it selling ideas to your boss. Your boss is the filter—the person who decides how much creative freedom you get.
The first time I had to pitch a concept, I did what most new graduates do: I focused on the space planning too much, not “design”. I talked about how I thought it solved the brief. It was flat, disconnected. I could feel how unenthusiastic my boss was about it. If I wanted more opportunities to design, I had to dig a little deeper.
Once I started to grasp the power of narrative, everything changed.
A good narrative doesn’t just fill space in a project brief—it’s the vehicle that moves your ideas forward.
It’s what helps you bridge that little area of freedom between budgets, timelines, and competing preferences.
When I pitched my next idea, I built the story around what the design meant for the stakeholders: how it would fit within its context, what it would contribute to the space, why it mattered and what I was solving outside of just spatial requirements. My boss bought in—and gave me more creative control overall, and less questioning… Tim thinks through his designs in enough detail that we can let him run.
Think of narrative as a tour guide in an unfamiliar city. Your client, your boss, or your stakeholders haven’t been to this “place” before. If you just point vaguely at landmarks and spout facts, they’ll feel lost. But if you tell them a story—why the city looks this way, how the landmarks connect, what makes this place special—they’ll start to see the bigger picture.
For more on creating narratives that matter, I highly recommend reading this Archademia post on Architectural Narrative.
Quick Tips:
- Tell a Story with Purpose: What inspired the design? How does it solve the problem? Why does it matter?
- Show, Don’t Just Tell: Use visuals—sketches, renders, mood boards—to help others visualize the concept.
- Speak Their Language: Avoid jargon. Keep it relatable and clear.
Action Step: Practice presenting your concept to someone outside the field. If they follow your story, your audience will too.
What are the client expectations of an architect?
Misaligned expectations are the quickest way to lose trust. Whether you’re working with clients or a boss, hearing “I didn’t expect that” is a sign something went wrong.
Think of managing expectations like setting the rules for a game. Everyone needs to know the boundaries, the goals, and the steps to get there. Without clear rules, the game becomes frustrating. With them, it’s fun and engaging—and so is the design process.
Here’s how to keep everyone on the same page:
- Set the Scope Clearly: Outline what’s included in the project from day one. What’s designed, what’s not, and what might cost extra? A good fee proposal will help you with this.
- Communicate Milestones: Break the project into phases—concept, development, delivery—and make sure everyone knows what to expect at each stage.
- Highlight Potential Hurdles: Be upfront about challenges, whether it’s budget limitations or design constraints. People value honesty.
Pro Tip: After every meeting, send a quick recap email outlining decisions and next steps. This simple habit avoids confusion and saves time later.
Building Lasting Relationships: How to Get More Referrals as an Architect
Your work doesn’t end when the project does. The best architects know that the final handover is just the beginning of a long-term relationship.
Think of client relationships like tending a garden. The initial design and build is planting the seed, but the real growth happens after. Water it (stay in touch). Weed it (resolve issues quickly). Add a little fertilizer (offer something of value after the project ends). Over time, that garden blooms—and so does your reputation.
Here’s how to turn one project into a lifetime of referrals:
- Be Professional, But Human: Clients and bosses appreciate people who listen, remember preferences, and celebrate milestones.
- Add Value Beyond the Project: Share useful information even after the design is done—maintenance tips, trends they might love, or design insights.
- Leave a Lasting Impression: Your final presentation or handover should feel polished, professional, and personal. This is what they’ll remember.
Action Step: Create a polished handover document that includes key project details, tips, and a thank-you note. (Hint: My 40-page client guide includes a checklist for this and more—download it here.)
Conclusion
When you master the art of presenting ideas, managing expectations, and building strong relationships, you’re just designing buildings AND you’re building trust, loyalty, and a reputation that will follow you throughout your career.
Architecture is a small world, make sure you market yourself or your business – no one else will.
Want to take your skills to the next level? Download my 40-page client guide for actionable templates and insider tips to impress clients every time. And if you’re looking for more daily advice on architecture, business, and mindset, follow me on Instagram @architecture_templates
If this feels overwhelming, just do one thing at a time, really well – then move on to the next thing.
Tim @ Architecture Templates.
