Avoiding a bad marriage with clients requires clear communication and early engagement

For all the talk about collaboration on projects, AEC firms and their clients can still find themselves at loggerheads or just plain mismatched. Chris Curran, CEO and Co-Founder of Curran Young Construction (CYC) in Bonita Springs, Fla., says he’s come up with a vetting process that can help contractors avoid this headache. The following are Curran’s emailed responses to our questions about his process.

BD+C: How big a problem is this? Are firms more prone to work with ill-fitting partners now, and if so why?

Curran: It’s a real challenge in today’s market, especially as economic conditions shift and the pressure to keep pipelines full intensifies. We’ve seen how tempting it can be to chase every opportunity, but we’ve learned that taking on the wrong project or partnering with a misaligned client can create far more risk than reward. That’s why we’ve built a disciplined framework for evaluating fit. We focus on clarity of scope, alignment in values, and whether the project allows us to operate with the level of quality and accountability we’re known for. In our experience, being selective isn’t just a defensive move; it’s a proactive strategy that protects our team, our partners, and the long-term success of every project we take on.

How picky can contractors be about choosing clients at a time when projects in general are uncertain?

Even in a soft or uncertain market, being selective is essential. There’s a misconception that tough times require lowering standards or saying yes to any opportunity, but that approach can have lasting consequences. A poor client or project fit can drain internal resources, erode team morale, and create ripple effects that damage a firm’s reputation well beyond the project’s completion.

What are the signs that a client might not be right as a project partner?

There are often clear signals early in the process. For us, some of the most telling signs include:

•Rushing the preconstruction process: When a client wants to rush past planning or design development, it often indicates a lack of appreciation for collaboration, transparency, and the value that early-stage coordination brings.

•Unrealistic budget expectations: If a client insists on hitting an unachievable price point or disregards current market conditions, it suggests future conflict and misalignment around scope and quality.

•Unclear decision-making structures: If it’s not clear who holds authority on the client side, it typically leads to delays, rework, and confusion during execution.

These signs don’t necessarily reflect bad intentions, but they do highlight potential misalignment. We’ve learned that catching those cues early and addressing them directly is key to protecting both the integrity of the project and the health of our team.

Please explain CYC’s vetting process, including how long it usually takes.

At CYC, our vetting process is designed to ensure every project aligns with our operational model and values. We evaluate each opportunity against several non-negotiable criteria, including:

•A clear communication and decision-making structure

•Early engagement during preconstruction

•Ensure full financial transparency and confirm that appropriate financing and capital are secured (or nearly secured) before advancing too far in the process.

•Mutual respect for the process on all sides

This vetting phase helps us determine whether there’s a strong foundation for a successful partnership and execution. Typically, the process takes two to four weeks, depending on the complexity of the project and responsiveness of all parties involved

Ideally, what’s the win-win scenario here?

A true win-win is built on mutual trust, transparency, and a shared commitment to the success of the project. When there’s strong alignment between client and contractor— on mindset, expectations, and approach—everything tends to flow more smoothly, from communication and budgeting to design intent and execution.

The best outcomes happen when clients are clear about their goals, respect the integrity of the process, and embrace collaboration from day one. With that foundation in place, the benefits are undeniable: fewer change orders, smoother execution, less stress, and partnerships that last well beyond a single project.