Interview with Slavomir Udič, CEO of SIEBERT + TALAŠ.
- History of the company at a glance.
SU: The company was founded 23 years ago as an architectural studio, the founders of which were and currently are Ing. arch. Matej Siebert, PhD and Ing. arch. Roman Talaš. To date, we have gradually developed into one of the most important companies of its kind in Slovakia and the Czech Republic, with the number of employees approaching 100. During this period we have cooperated with world-class architectural studios and have been active participants in the changes of the urban character of the capital of Slovakia – Bratislava. Our stamp is borne by projects that resonate in their scope also on a broader than Slovak scale (NIVY Bus Station, NIVY Central, Twin CITY and many others). Our projects have been awarded in competitions in Tenerife or Shanghai.
- When, why and with what product/service did you start to consider expanding into foreign markets, in what territories and what opportunities/challenges did this bring you.
SU: Historical experience and the emergence of an interesting portfolio of services in the areas of infrastructure projects, residential and administrative projects, as well as sophisticated projects in the field of amenities – hospitals – played a role in the current decision to expand into foreign markets. The knowledge of the environment, characterised by the clash of different cultures, has been our challenge and goal to move forward in setting the perception of the needs of trans-regional clients. The awards received confirmed the correctness of our thinking and even in the competition of other studios, outside the borders of the Slovak Republic, we realized that our outputs have their value and our work on self-improvement can, under certain conditions, bring its benefits to all involved. We have taken this experience into our internal environment and the number of major developers we have had the privilege to work with so far has only confirmed that limits are not static, but can be pushed if we work hard on ourselves.
- What are the specificities of the territories?
SU: As I mentioned before, cultures and ways of thinking vary from region to region around the world. What is difficult to achieve here is commonplace somewhere and vice versa.
The most striking specificity is the clients’ approach to the way of cooperation and to the values of its output. Almost everywhere, however, we encountered the perception of our company as an advisor in solving and realizing visions. This distinctly partnership-like relationship worked with trust on both sides beforehand, and the mutual accountability for the outcome was all the more evident.
- Which products/services are the most successful in your export portfolio and why do you think they are competitive?
SU: The most successful products are those that form the basis of our know-how. Residential projects, administrative and health care. We have realized that competitiveness does not depend on the number of companies we have been able to “outperform” and win. It depends on the satisfaction of the end users of the buildings we design, their positive reactions when they visit them.
- What are the most common obstacles you encounter when exporting (regulation, logistics, cultural differences)?
SU: Knowledge of the environment and set up how to communicate and agree on process procedures.
- How do you assess the competition in international markets and how do you differentiate yourself from it?
SU: The competition is at a high professional level, by some companies working with local clients for a long time, it goes without saying that they both determine the quality of their outputs for others and also build on relationships.
Our aim is not to offer a different product, that is not even possible, but to offer our knowledge and experience not only in the architectural or design part, but already when creating the concept to adapt further development to its feasibility. The ability to see alternatives and to adapt to the client’s requirements according to the situation and to be helpful (and also to convince the client in a constructive way of the correctness of the design) is appreciated by many clients.
- How have your export activities changed in recent years, especially in light of economic and geopolitical challenges?
SU: After Covid, our activities, with the exception of the Czech Republic, have slowed down for a while, but we are invited to competitions and also as partners in associations, which we gladly accept, so this continuity of service is a commitment for us and a way to expand our portfolio beyond our borders.
- How do you manage the risks associated with exporting (political, commercial)?
SU: Both risks need to be considered. Political stability and respect for contractual relations is the basis of any cooperation. Commercially, the cooperation offer may be exceptional, but caution is in order when choosing business opportunities. Familiarity with the environment, through embassies or building on the experience of other exporters, can help mitigate risks.
- Do you have any partnerships with locals in foreign markets? How do you choose your foreign partners?
SU: In order to gain an understanding of the environment and overcome barriers of mistrust, we take advice from our foreign partners, who are the primary reason when considering our decision to establish ourselves in a particular market.
- What makes a good leader?
SU: Alexander of Macedon said that he was not afraid of an army of lions led by a sheep, but he was afraid of an army of sheep led by a lion. So the leader should be the one who can extract the skills of the staff and point them in one direction so that they can be used before the project even starts.
Thank you for the interesting interview.