The Visionary Journey of T. I. Vasquez Architects & Planners Inc
For T. I. Vasquez Architects & Planners Inc. (TVAP), architecture is more than a profession—it’s a way of life. Founded in 1993 by the visionary Ar. Topy Vasquez, the firm is rooted in a rich family heritage of creativity and a passion for creating inspiring spaces. With the continued rise of their practice in the country led by Principal Architect Tobi Vasquez and the recent expansion into the US market led by Ar. Toni Vasquez- Shawan, the firm’s philosophy and approach to design continue to develop and adapt to new challenges.
Childlike-curiosity and the Big Picture
At the heart of their design approach lies a simple yet profound philosophy—listening. Ar. Toni explains, “We celebrate the uniqueness of every project and spend a great deal of time understanding tangible and intangible goals. The quality of the design solution is directly proportional to how we understand the problem. We approach design with a childlike curiosity.”
The firm considers the long-term effects of its designs. Ar. Tobi emphasizes, “We always look
beyond the project and evaluate its impact. We believe that good design is a catalyst, and it affects everything.”
Projects as Investments
Balancing aesthetic considerations with practical concerns is a fundamental aspect of the firm’s approach. Ar. Toni emphasizes the business aspect of architecture, stating,
“By handling each project as if it’s our own investment, we become our clients’ business partner. Budget is crucial for profit. Understanding the value we can create with given limitations guides our decision-making process..”
What’s the other secret sauce to their success? Collaboration with clients at the core of their process! Ar. Tobi highlights the importance of building authentic connections with their clients and investing time in understanding their needs and motivations. “Collaboration is successful when we always leave room for dialogue. We involve our clients in every design phase, educating them and providing an immersive experience.”
Q House, Las Vegas
K Tower & Bridge, Manila
Past Forward: Mentorship and Forward-Thinking in TVAP
While awards and recognition are appreciated, what truly matters to the firm is the impact they have on people’s lives. Ar. Toni expresses, “The only achievement that ever mattered to me and my father is knowing we’ve empowered at least one person to pursue their goals. We take pride in developing leaders at all levels and advocating for their personal development.”
As T. I. Vasquez Architects & Planners Inc. continues to shape inspiring spaces and leave a lasting impact, their commitment to listening, collaboration, and innovation remains at the core of their design philosophy. Looking to the future, the firm is excited about their recent expansion into the US market and the new opportunities it brings. Ar. Toni sees it as a significant challenge but a huge chance for growth. Ar. Tobi supports this by emphasizing that TVAP knows the importance of embracing technological advancements and staying proactive in an ever-developing construction sector.
TVAP has encountered many challenges, including navigating the transition from its founder to a successor and the complexities of managing operations across continents. Nevertheless, they have embraced the shift of tides head-on and attained remarkable milestones by implementing the best practices outlined below. The interview with Ar. Toni Vasquez reflects on her profound perspective on life and career, illuminating the essence of TVAP’s enduring success.
Join us as we delve into the reasons behind their continued prosperity and discover the immense pride her father must feel for both her individual achievements and the collective accomplishments of the firm.
TVAP’s SOLID 10
1. Succession planning for future-proofing is crucial.
One unique experience our company went through was the transition of leadership when our founder passed away in 2016. As an influential leader, Topy recognized the importance of finding a successor long before we needed one and developed a legion of leaders who were ready to take the helm. This project, among many that I inherited, taught me that the core of effective succession is the acquisition of trust. I learned that it’s not just about technical skills, expertise, and qualifications. Rather, the ability of a leader to gain the confidence of her entire network - peers, organization, and clients. In the grand scheme of things, it is much more about your process, resolve, and the ability to pivot as many times as needed to stabilize, streamline, and deliver. Seasoned clients who have experienced the difficulties of running a business will always recognize that ability and gravitate towards it. The first step is to be trustworthy.
The K Tower project evolved much like our firm. It transitioned between leaders on both sides, the architect and the owners. By the time this project was redesigned, it had become a culmination of meaningful events, realigned targets, and a more expansive vision. And just like an effective succession planning, the execution - a delicate and centered approach made the difference.
2. Build a reputation of integrity and protect it.
The integrity of our practice is one thing we are most protective of. In more ways than one, this principle has proven itself as the magic ingredient in our success story. It is true when they say reputation takes a lifetime to build, and for 30 years now, we have stayed consistent with who we are: authentic, logical, honest, and empathetic. These were the values our founder lived by and passed on to his successors. Embracing these attributes enabled better connections and dialogue.
Among our client roster, the owner of the K Tower project was particularly attached to my father. I was uncertain if I could meet the expectations set during his tenure. Trust, after all, is not something you can inherit; it’s something you earn. However, after extensive discussions, the client invited me to Manhattan for coffee, and during that meeting, they decided to continue working with me. Despite being their legacy project in a high-profile location, and me having half the years of experience compared to my predecessor, TVAP successfully gained the client’s trust that we could deliver.
A big factor, I believe, is the overall confidence our company exudes that, even under new leadership, our reputation for quality, compelling design, and maintaining an honest practice will always be a part of our brand of service.
3. Understand finance and how businesses work.
Over the last three decades, our business approach in architecture has been part of our trademark. An architect who is cognizant of how money works yields tremendous benefits and success in the design. It’s crucial to be insightful of budget, cost, profit, and marketing, and how these factors, among many others, can change the course of an entire project. Financial competency also allows you to run your own business for growth and profitability -despite necessary investments and losses.
Working on our BPO project has not been the easiest, as it was caught in the pipeline when Covid-19 hit in 2020. After substantial studies, the program required a full overhaul after being shelved for an indefinite period. Timely compensation was uncertain, so continuing the project became increasingly risky. But we committed to keep it going and show our client that we were equally invested as much as he was and that we were in it for the long run. Because as a company we believe that while great work wins the project, a great relationship multiplies the business.
Mandaue BPO Complex, Cebu
4. Evolve with challenges.
One of the exciting aspects of this business is the opportunity to design typologies we’ve never done before. The Lyceum project was our first venture into educational buildings. We invested a significant amount of time researching and analyzing what makes an ideal place of study. We had internal charete and dialogues based on our own experiences. We also studied successful case studies abroad to weave them into our social fabric. The challenge was to create something that represents our lifestyle, rather than a generic solution. We experimented with how architecture can evoke and sustain curiosity.
From the masterplan to the undulating roof curves, the “resort environment” on its grounds, and even the details we introduced revolutionizing the classroom design, this project proves itself to be the perfect example of a unique vision perfectly executed by the collaborative efforts and mutual trust between design, technical team, and its patrons.
5. Cut the fat. Always recalibrate operations for efficiency.
A necessary approach to sustaining business in a world of rapid change is to recalibrate strategies and operations as often as necessary. It's easy to overlook the pitfalls that keep us from making the most profit.
One of the best things we did as a company was transitioning to Building Information Modeling as early as 2011. We saw its potential and had no hesitations to adopt it. Finding consultants willing to try it was difficult, so at some point, we even modeled their CAD designs into our own BIM model. The reward we reaped from that initiative negated the extra workload we had to bear. We could detect clashes and resolve issues months in advance before breaking ground. BIM improved construction efficiency and the quality of our service.
In the end, the biggest lesson was to view operations as a living organism. It is not something you set and forget. The needs of the organization will change over time and a good business should be quick to respond intelligently. We followed this strategy, especially when my time was split between the US and Manila. We improved our coordination system to ensure that, whether I am home or in the US, our daily operations are not affected. After all, if we are to scale up and venture outside the country, this is the only way we can sustain it. We set up a robust conference call system, invested in cloud technology early, and remote computer access so I can provide clear instructions directly to my staff when necessary.
Almost every month requires a sit-down to examine how we do business and analyze how we can do something in a better way.
6. Become an expert communicator.
Communication is a crucial skill for any successful individual. Whether it is a one-on-one conversation, a boardroom meeting, or addressing a crowd, the ability to articulate oneself in an authentic, cohesive, and empathetic manner is key to establishing trust, and fostering confidence.
Effective communication is not only important for winning new business but also for maintaining existing relationships. I faced the unique challenge of managing multiple projects while living a bi-continental lifestyle. When asked how I made it work, my answer was simple: consistent communication. I made it a priority to be available to my clients and staff, regardless of the time zone I was in. I adjusted my schedule to take part in remote meetings and ensured that communication channels remained open.
Even in times of crisis, the way we communicate can make a world of difference in stabilizing operations and connecting sincerely with our staff. While some skills are natural and intuitive, effective communication is a skill that can be learned and honed through practice. It is key in mastering interpersonal relationships and it played a crucial role in breaking into new markets just like how I did here in the US. My professionalism and potent ability in cross-cultural relations became a way to demonstrate my capabilities in an unfamiliar setting. The way we interact speaks volumes and often reveals the wealth of exposure and experience we possess, providing us with a significant advantage.
7. Acknowledge that good ideas come from anywhere.
At our company, we value the principle of designing with humility. We place a premium on great ideas, regardless of their source, as it helps keep everyone’s ego in check. While experience is undoubtedly a valuable resource, it can sometimes hinder innovation.
Designing and building the Mithi Resort project has been a continuous learning experience from day one. This resort, built in 1996 and renovated in 2016, featured an inclusive design with contributions from everyone, including local artisans. From the meticulous construction of the thatched roof to the preservation of natural features such as the subterranean cave and limestone formations, landscaping and even sustaining of existing habitat, collaborating with the locals provided us with a wealth of technical information and indigenous methodologies that we sought to preserve.
Working on this project instilled in me the value of asking questions and not limiting input to those with formal degrees. Acknowledging that ideas and solutions can come from all walks of life has educated me in ways I would have never experienced within the confines of campus walls. We were in construction before builders’ warehouses even existed, with limited materials and resources, forcing us to improvise and rely on local knowledge to execute the design. It proved to be a valuable learning experience for all TVAP staff members who got involved in this landmark project.
In fact, one of my most cherished memories was with our local gardener. At one point, we encountered issues with Starlings nesting on the roofs, displaying territorial behavior. We researched and tried various methods suggested by landscape experts but none were effective. Until a local gardener approached me with a simple yet effective solution to place a reflective surface near the nest area. And to our amazement, it worked!
Lyceum of the Philippines University, Manila
8. Become an expert on people and promote a sense of purpose.
Developing talent and cultivating a growth mindset among our employees has been a personal mission since the inception of our company. It is a principle passed down by my father. At our core, we strive to create a people-centric culture where we candidly share our knowledge without sugarcoating the challenges of the industry. We believe in equipping our staff with comprehensive training and exposure to all aspects of a project, from design, management, and construction. Before we were professors, my father and I used our office as our own space for teaching.
Engaging in one-on-one dialogues is crucial. While profit and meeting deadlines are undoubtedly important, tapping into the core motivations and unique sense of purpose of each individual adds intent. Overall resulting in an output that has intent and is driven by care and passion.
We are also strong advocates for a healthy work-life balance and stay away from micromanagement. We rather empowering our employees to make the right decisions for themselves and others through design, the workplace, and the communities we serve. We lead by example and embrace accountability -openly acknowledging any mistakes we make. This approach humanizes the business environment and fosters a more supportive and fulfilling work atmosphere.
9. Take action, progress, and recognize opportunities.
Complacency can be comforting, but it also hinders progress. Occasionally reflecting on one’s personal and business growth is essential. Even before formally studying architecture, I always had my sights set on foreign markets. There was something simultaneously daunting and exhilarating about exploring uncharted territories.
Despite advice against it, I pursued a master's degree in the US after college. I have always been someone eager to push beyond boundaries and embrace fresh paths. After nearly six years of living in between Las Vegas and Manila, I zoomed out, looked at the bigger picture and asked myself, “What opportunities am I missing by holding onto something I should already be able to delegate?”
This question led me to recognize the incredible potential and opportunities present in Las Vegas. Despite living here for almost eight years, I hadn’t fully seized the remarkable prospects within my reach in this rapidly developing city. I confess I didn’t know where to begin, and the fear of venturing into an unfamiliar world held me back. Nevertheless, I understood how a single decision to take action could create a ripple effect that would change not only my life but also the lives of those who depend on and look up to me. So, with a clear mindset, I took the plunge. In 2021, I gradually transitioned the daily operations of TVAP Manila to my trusted partners, Marisse Mohan and Edwin Barcia, who have been tremendous assets in adapting and sustaining the unique transformation of our company. My strategic partner and brother, Tobi Vasquez, now leads TVAP into its third season of leadership with a steady and unwavering outlook.
Mithi Resort and Spa, Bohol
10. Be comfortable taking risks.
The decision to shift my practice to the US market was nerve-wracking. I did not have an existing network to even start with, and despite having prior worked in the US, I had no experience of wood in construction. To top it off, I faced the challenge of switching from metric to the imperial system. Despite these odds, I pressed on. With an insatiable thirst for knowledge, I shifted my focus to what I would learn and allowed that excitement to propel me forward, one day at a time. Sometimes, we create such grand goals that they become counterproductive, and we overlook the power of daily actions, no matter how small, that contribute to sustained progress.
Concentrating on the Las Vegas market was a calculated risk, and executing it proved to be challenging. It was crucial to embrace the possibility of failure while maintaining an unwavering determination to avoid it. TVAP Manila faced growing pains during the initial months, but we adapted and flowed with the current needs of the company as we embarked on an ambitious journey. Our company's accomplishment of learning a new construction method, and systems, and entering the luxury residential market for our 30th-year milestone is something I am proud of. With three projects currently in the pipeline, we are excited to embrace this new world, grow, and thrive.
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