A ‘listen-think-work-create’ philosophy guides HMC Architects. The firm says it believes this idea and its commitment to clients’ success will allow it to establish greater ‘thought leadership.’

When Bob Kain joined HMC Architects in 1981, he was a young, licensed architect eager to explore a variety of options in the industry and was not looking to stay at any one firm for a long time. His career did not go that way, however - Kain remained with HMC and is now the firm's chairman and director of healthcare.

“When I started at the firm, I was embraced by the senior staff - that is what the people do here,” he says. “Shortly after, I became an associate and I found my home. I was able to stay and become part of the company's focus on mentoring, nurturing and growing people. I am proud to be a part of this firm.”

Based in Ontario, Calif., HMC Architects is one of the largest planning and design firms in the state, with 10 offices throughout California and Nevada. Its services include architecture, design, master planning and interior design for education, healthcare and government facilities. Randy Peterson, president and CEO, explains, however, that the firm's strengths reach beyond its list of disciplines.

“Two of our primary focuses are on our clients and staff,” he says. “We are committed to maintaining a family environment within the company so we take care of our people and reward the staff for their great performances. “With our clients, we look out for their every need. The people on our staff stay with us for decades and that leads to great client care. We have personal relationships with our clients and large-firm resources.”

HMC approaches its work with clients through a “listen-think-work-create” philosophy of design and service. By following these four steps, Kain notes, the firm is able to take on projects of any “size, scale or significance,” and provide the design that best suits its clients' needs.

“This philosophy is significant in that it is a message to clients - it tells them this is the way we do business and the way we will serve them,” he says. “We are all about the client. Some firms are about building their portfolio and awards, but their client care isn't there.

“We focus on the fact that all of our clients are unique,” he continues. “We treat them well and listen to their real goals and expectations. The thinking step provides us with valuable insights on the project and then we interactively work with our clients - this provides creative solutions. We stay true to this philosophy in all we do and the majority of our clients appreciate it.”

Peterson explains the listen-think-work-create philosophy allows HMC to fully understand the issues and concerns of each client. By working interactively with clients and bringing a team approach to each project, he says, the firm can use its expertise to help clients through the design and construction process.

“We want the facilities we design to enhance the missions of our clients,” Peterson says. “Our designs should reflect our clients and their communities vs. a signature style of ours. The listen-think-work-create philosophy helps us to digest what we have learned about our clients and guide the success of a project. We check our egos at the door and set out to help them achieve their goals.”

The firm believes there are many ways in which schools can affect learning, attendance and behavior, so when it is working with education clients, HMC strives to design facilities that have an improved use of light, flow-through ventilation and proper acoustics. In the healthcare market, the philosophy of “healing by design” guides HMC's work, Peterson notes. With more than 65 years of healthcare experience and knowledge, the firm combines economic considerations, clinical processes and patient, family and staff relationships to achieve a design that best fits the clients' visions.

“Our product is focused on large, basic institutional markets,” Kain says. “It is difficult to build expertise in these areas because the life of these projects is huge - firms that work on them need to have a lot of patience and be dedicated to hard work and that's what we are. [We prefer] more complex product types.”

Two years ago, HMC implemented a strategic plan that it believes will allow the firm to improve its designs and service to clients. The three elements of the plan include “thought leadership,” excellence in design and a “one firm” philosophy. Combined, Kain says, these elements will allow HMC to generate new products for its clients.

Kain explains that the firm's thought leadership involves work done before the design process begins. In its K-12 group, he notes, the firm has a team that helps clients pass bonds and get entitlements. It includes former school superintendents who help clients better communicate their needs to the firm. In healthcare, an HMC team helps clients with their business plans and analyzes their needs up front. The firm also has partnered with nurse practitioners that work with its clients, allowing HMC to better understand clients' needs.

“As a result of our thought leadership, clients stick with us,” Kain says.

Kain notes that future clients will find that HMC Architects is not just a boutique design firm, but instead an important partner. “We have been in business for 65 years, so we have stability in our business,” he says. “We do what we say and are committed to making our clients successful. There is a value-added work ethic that drives us. We will maintain this position to grow.”