It’s a question that keeps coming up: Where does the smart building designer sit in a multidisciplinary design team? The answer has been different every time, depending on the project, the people, and how “smart” the client really wants the building to be. The thing is, smart touches every part of a design —architecture (where the sensor go without ruining the aesthetics of a ceiling, MEP (for BMS integration), sustainability (for innovation credits), construction (how early do we need the network?), the list goes on—so the role doesn’t neatly slot into just one discipline. In practice, it’s a horizontal function, cutting across the vertical silos of traditional teams.
This broad reach can make it tricky to decide where the smart team should sit, or even if there should be a dedicated team in the first place. Should we push for full integration, where smart building knowledge is absorbed across all disciplines? Does setting up a separate team ensure best-in-class skills or risk isolating it from the core decision-making process?
Perhaps the most significant difference between smart and other disciplines is how it bridges the gap between the building and the business that occupies it. IT departments play a critical role. That role, however, is usually one of rule enforcement, be it to do with the servers, network policies, cybersecurity—while smart building technologies often extend all the way to the frontlines of building operations and user experience.
This is where smart building design becomes essential. It’s the only part of the team that understands both the technical and business sides of the equation. A well-designed smart building doesn’t just optimise energy usage or improve air quality; it aligns with business goals, whether that’s reducing productivity leakage, enhancing tenant comfort, or reducing operating costs. In this sense, smart designers should have a seat at both the technical and strategic tables.
Another challenge is the contractor’s role. Contractors are notorious for "value engineering" projects—removing costs to meet budget targets—which often turns into value extraction. Smart systems, by their nature, can be an easy target for this. It’s tempting to reduce or eliminate smart features that are big-ticket cost items or are deemed too complex, or are simply misunderstood by cost consultants.
The solution lies in better communication and education. Contractors need to be brought into the conversation early and understand the long-term value smart technologies offer. Smart isn’t just an expensive add-on; it’s a strategic investment. If the whole team—especially the contractor—buys into that vision, value engineering can be transformed into genuine value creation. Easier said than done.
The Master Systems Integrator (MSI) is often caught between a rock and a hard place, tasked with stitching together multiple systems from various vendors while ensuring everything works seamlessly. They’re usually the ones left to make sense of how all the moving parts—from lighting controls to HVAC sensors—talk to each other. If the smart designer isn’t properly integrated into the multidisciplinary team, the MSI ends up firefighting and papering over cracks instead of driving the project forward.
Looking ahead, we have to ask: Should there even be a separate smart team in the future? As smart technologies become more ubiquitous, there’s a strong case for those skills to permeate across disciplines. Perhaps the answer lies in blending smart expertise into every aspect of the design process, instead of expecting a specialist role, that’s bolted on, to do everything that it does. Yet, making it separate isn’t necessarily the problem—it’s keeping it siloed that risks failure. If smart design remains a standalone specialty, we risk it becoming unintegrated and missing out on the potential it can offer. The best outcomes will likely come from creating a culture where smart is a mindset adopted by everyone in the team, rather than a job title limited to a select few.
In short, the smart building designer’s role is evolving. They’re no longer just the tech specialist in the corner—they’re the bridge between business goals, IT infrastructure, and construction realities. And maybe, in the not-so-distant future, that bridge won’t need to be crossed by one person but by the entire team.
In Dr Marson’s monthly column, he’ll be chronicling his thoughts and opinions on the latest developments, trends, and challenges in the Smart Buildings industry and the wider world of construction. Whether you're a seasoned pro or just starting out, you're sure to find something of interest here.
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About the author:
Matthew Marson is an experienced leader, working at the intersection of technology, sustainability, and the built environment. He was recognised by the Royal Academy of Engineering as Young Engineer of the Year for his contributions to the global Smart Buildings industry. Having worked on some of the world’s leading smart buildings and cities projects, Matthew is a keynote speaker at international industry events related to emerging technology, net zero design and lessons from projects. He is author of The Smart Building Advantage and is published in a variety of journals, earning a doctorate in Smart Buildings.