Foodservice consultants face a challenge unique to the equipment and supplies (E&S) world – as independent, paid experts, they must constantly defend their worth and relevance in an evolving industry. That’s become even tougher as business costs rise and project budgets shrink.
“What sets FCSI design professionals apart from other designers is that we are compensated via consulting fees, which ensures impartiality in our design and equipment recommendations versus being tied to any equipment sales, kickbacks or rebates,” says Bob Jacobs FCSI, design principal at Culinary Advisors. “We always have the client’s best interest in mind, first and foremost.”
So how can consultants prove their value? Here are some key ways:
Adhere to FCSI standards – and demonstrate them
Simply being an FCSI member requires adherence to a strong ethical code. Showcasing FCSI certification after your name reinforces your commitment to independence and integrity.
“I take every opportunity to bring up the fact that I’m a certified FCSI member,” says Jacobs. “Anyone who is an FCSI professional has earned the right to promote it and let everybody know what it means – that we are totally unbiased and independent, and we’ve taken a test to show that we know what we’re doing.”
The no. 1 principle of FCSI ethics is to “ensure that its consultant members meet the highest levels of professional conduct and ethical standards related to the foodservice consultancy industry.” The code of conduct is guided by three master principles: the client’s interests, the public’s interests and the profession’s interests.
To summarize: FCSI members must always prioritize the client’s best interests, maintain transparency, act with honesty and competence, avoid conflicts of interest, and provide unbiased, realistic recommendations based solely on professional judgment. They must also respect the public interest by acting lawfully and ethically, and uphold the integrity of the profession by staying current in the field.
“I have observed FCSI’s renewed focus on uniting to protect the integrity of consulting work,” Shah Jari FCSI, principal of Dishes in Malaysia, previously told Foodservice Consultant. “Many newcomers to this market claim they can offer design services at a low price, but this often leads to poor design that ignores operational flow.”
Communicate early and often
Christine Guyott FCSI, executive principal at Rippe Associates, makes an effort
to work with architects and contractors early in the process to ensure the client’s goals are prioritized. “Because we’re involved right away, we’re in constant communication and conducting cost estimates for them to test their budget upfront so there are no surprises at the end,” she says. “We need to be the advocate for the foodservice team. My job, first and foremost, is to make sure that the operator has a kitchen that is efficient and usable.”
Jacobs agrees that constant communication is key. “We need to get to the table early, explain our role and discuss the project and talk through the process of what the client wants to do and what kind of food and service they want to produce,” he says. “From concept through construct, through bid documents, everything has to be thoroughly communicated and coordinated.”
Hold specifications – and fight for them
Value engineering is a reality that threatens consultant-led designs when cost-cutters look for cheaper alternatives. Guyott and her colleagues work hard to hold and justify their specifications.
“Instead of taking away or decreasing quality, we would rather decrease quantity, obviously, as needed for the operation,” she says. That could mean designing a phased approach, with future equipment planned for growth. “We try to design a plug-and-play operation so they can get what they need now and make bigger investments if needed in the next five years.”
Jacobs says he keeps reasonable alternatives in mind during the planning stages of a project. “Sometimes I’ll put some alternatives in the design just to give me a buffer if there’s a value engineer,” he says.
Know when to say no
All FCSI consultants need to recognize the fact that not every project that comes their way is a good fit. It is vital to choose clients who appreciate the value of working with an independent consultant.
“We’re not always recommending the low bid – we’ll recommend the one that we know is going to do the best job for the client, and the one that’s got the most integrity,” Guyott says. “I always say I don’t want to be in a race to the bottom – I want to be in a race to the top,” she continues. “I’m happy to educate them, but if [just having the cheapest option] is their mindset, I’m not going to beg to work with them if they have no interest in the value of a consultant.”
Amelia Levin
