We often describe BIM as a technical challenge. We focus on software, standards, and data formats. But after talking with Mariel Gutierrez, a BIM consultant and architect in Stuttgart, Germany, I was reminded that the biggest obstacle isn’t technology; it’s communication.
Mariel describes herself not just as a BIM expert but as a “translator.” She is fluent in the languages of architects, engineers, clients, and contractors, viewing her role as bridging the gap between these disconnected stakeholders.
“Why Should I Do BIM?”
A major theme in our conversation, and something Mariel has written about recently, is the skepticism coming from owners. Before a project even starts, investors often ask her: “Why should I do BIM? The only ones benefiting are the designers. For me, it just costs more.”
She admits they have a point. Too often, the “loop breaks” the moment a project is handed over. The rich data generated during design becomes static and sinks into project folders, never contributing to the building’s actual operation.
This leads to the “tick-box” trap I see so often. Clients demand BIM because they feel they have to, but they lack a strategy for it. “They take all 20 use cases from the German standard,” Mariel told me. “And then they complain that BIM is expensive. Well, sure, if you want to buy everything on the menu, you have to pay for it.”
Mind the Gap: Construction vs. Operations
We spent a lot of time discussing the gap between the construction phase and the building’s lifecycle. Mariel pointed out that while there are plenty of standards and research for planning and construction, there is “almost nothing” about what happens after construction is finished.
There is a notable difference between an “As-Built” model, which includes the geometric details of construction, and an “Asset Information Model,” which contains the data necessary to operate the facility. Currently, the industry struggles to switch from one to the other, handing over complex geometry when facility managers need accessible, accurate data.
Beyond the Hype: AI and Software
When we talked about the rise of AI tools, Mariel was both realistic and doubtful. She admits to using AI daily, but she worries the industry is repeating the same “hype” cycle seen in BIM’s early days.
She was especially critical of legacy software vendors who use AI as a marketing ploy. She recalled a recent presentation by a major software provider that highlighted AI-generated renderings, a feature she considered unnecessary, since specialized tools already perform it better.
For Mariel, the real issue isn’t the software but the data used to feed it. “Architects don’t want to share their data, so they develop their own AI,” she noted. “And that’s the first mistake.” Unless we break down these data silos, AI will just be another flashy tool instead of a genuine driver of efficiency.
Finding the Real ROI
So, is the struggle worth it? When I asked Mariel about the Return on Investment (ROI) of BIM, she provided a very practical answer. It’s not about magic numbers; it’s about reducing chaos.
In Germany, they call it Nachtrag, change orders and claims that arise when things are overlooked or conflict on-site. Mariel contends that if BIM can cut these change orders by just 5%, you’ve already gained an advantage. Less rework leads to fewer delays, and that’s where the real money is saved.
A Call to Action for Owners: Define Your “Why”
If there is one takeaway for owners and investors, it is this: Don’t just order “BIM” blindly. To fully benefit, you need to define your strategy before the first line is drawn:
- Stop “Buying the Menu”: Don’t copy-paste every use case from the list. Select only the ones that serve your specific business goals.
- Focus on Operations: Understand that the data you need for operations (Asset Information Model) differs from that required for construction (Project Information Model).
- Close the Loop: Demand a workflow that doesn’t let data die at handover. Transform BIM from a project deliverable into a long-term asset that helps you make better decisions for the next 20 years.
The Human Factor
Ultimately, successful digital transformation relies on motivation. You can’t compel an entire supply chain to adopt new tools just because a contract says so. You have to help them discover their own “why.”
As Mariel wisely said, even if 30 to 40% of people are against or don’t care, and 30% are unsure, you focus on the 30% who are motivated. That is how we move the industry forward.
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