Who We Are

Space Matrix is a leading Workplace Design and Build’ consultancy that specializes in creating innovative, sustainable, and human-centric work environments. SMG aims to revolutionise the interior design industry by pioneering DesignTech and offering innovative interior design and building design solutions that cater to the workplace, hospitality, residential, and commercial sectors.

Established in 2001 and headquartered in Singapore, we have a strong presence across APAC and beyond, we have more than 600 employees across 16 offices. We are a proud Great Place to Work certified company 7 years in a row.

Please visit www.spacematrix.com to learn more.

About the Role:

SpaceMatrix delivers commercial, workplace and hospitality interiors across six regions. Design intent is robust and consistently solid; what varies is the technical layer beneath it — the depth of the drawing set, the resolution of junction details, the discipline of MEP coordination, and the quality of what finally gets built. That variance is regional, it is visible to clients, and it is the single largest source of avoidable cost, delay and reputational risk in the business. This role exists to remove that variance and to lead the technical function strategically. They own the firm and its documentation and detailing standard as a single national instrument, hold all six regions accountable to it, and carry personal technical responsibility for delivery on the practice & most demanding projects. Equally, this is a leadership appointment rather than a custodial one. The expectation is not only that our documentation becomes consistent, but that the way we produce it gets fundamentally better — that the person in this seat interrogates how drawings, details and coordination actually move through the practice, and redesigns that flow so technical quality and delivery speed improve together rather than trade against each other. This is a people-leadership appointment, not a senior individual-contributor seat. The work is done through teams— a central technical group reporting directly, and documentation leads in every region. Success is measured by the capability of those teams and the consistency of what they produce, not by the drawings this person produces personally.

The benchmark is explicit: hospitality-level precision, applied to every typology we deliver. Not hospitality as a sector — hospitality as a standard of resolution, tolerance and finish.

What makes the role successful:

1. Ownership of the National Documentation Standard

- Author, publish and maintain a single firm-wide DD& standard covering drawing hierarchy, sheet naming and numbering, scale conventions, layer and view templates, annotation and dimensioning protocol, revision control, and the mandatory deliverable schedule at each design stage.
- Build and own a central detail library — wet-area and dry-area junctions, skirting and shadow-gap conditions,ceiling perimeter and service integration details, flooring transitions, door and frame interfaces, joinery sections, expansion and movement joints, waterproofing terminations.
- Maintain a national Revit template and family standard, with model integrity rules, worksharing protocol and export conventions. Governance of the model is part of the standard, not separate from it.
- Publish specification templates and a controlled materials and finishes register, aligned to approved vendors and tested against Indian site availability, lead times and workmanship reality.
- Version, date, communicate and enforce every revision to the standard. The standard is a living document under a single custodian — this role.

2)Process Strategy and Delivery Flow
- Own the technical delivery process end to end and continuously improve it. The standard is the instrument; the objective is a faster, cleaner, more predictable path from concept sign-off to handover.
- Map the current documentation workflow across all six regions, identify where effort is duplicated, where

information is lost between stages, and where late decisions are structurally forced — then redesign the sequence to remove those points.
- Define the stage-gate architecture for the practice: what must be frozen when, what deliverable closes each gate, and what downstream work is not permitted to begin until it does. Most programme loss originates in gates that were never enforced.
- Analyze defect, RFI, revision and rework data to locate root causes in process rather than in individuals, and to direct improvement effort where it returns the most.
- Evaluate and introduce technology that changes the economics of documentation — model-based quantity extraction, automated sheet and schedule generation, parametric detail families, clash-detection workflows, common data environments and issue-tracking platforms. Build the business case, pilot it, and roll it out with training rather than mandate.
- Work with design, project management and commercial leadership to align documentation effort with fee

structure and resourcing, so technical rigour is planned and paid for rather than absorbed at the back end of a programme.
- Set the three-year technical roadmap for the practice and report progress against it to leadership.

1. Regional Accountability and Compliance

- Establish a documentation audit regime across all six regions: scheduled stage-gate reviews at concept sign-off, DD freeze,



GFC release and pre-handover, with written findings and closure tracking.
- Hold release authority over the GFC set. No drawing package issues to a contractor from any region without technical clearance against the standard.
- Report compliance by region to the leadership group on a defined cycle, with defect trends, repeat findings and remediation status. Non-compliance is escalated, not absorbed.
- Identify and close capability gaps region by region — through training, template correction, resourcing

recommendations or, where necessary, direct intervention on the project.
- Standardise the technical interface with clients and PMCs: RFI formats, submittal registers, material approval workflows, snag list structure and handover documentation.

1. Project Delivery — Technical Leadership

- Carry accountability for technical delivery on the practice's flagship and highest-risk projects — directing the teams producing the work, not producing it personally.
- Review, interrogate and sign off the full drawing set: dimensioned layouts, RCPs, elevations, sections, joinery and bespoke element details, finishes and door schedules, setting-out and coordination drawings. Judgement and approval sits here; authorship sits with the team.
- Direct BOQ preparation and defend it commercially — setting the specification position, scrutinising rates,and holding the line against unapproved substitution at award and at site.
- Ensure design is reconciled against programme, budget and buildability before it reaches the contractor, and intervene personally where a project is failing or a client relationship requires seniority.

1. MEP and Services Coordination

- Own services coordination as a design discipline. Lead ceiling void reconciliation, clear-height verification,service routing, and clash resolution with MEP consultants, PMCs and specialist contractors.
- Set the coordination protocol every region follows: coordination sequence, model federation, clash

tolerance, sign-off gates and the point at which ceiling design is frozen.
- Verify sprinkler, diffuser, detector, luminaire, speaker and access-panel layouts against the reflected ceiling design — symmetry, alignment and setting-out treated as design deliverables, not contractor discretion.
- Protect committed ceiling heights and clear dimensions through the coordination process. Where they

cannot be held, raise it early and in writing.
1. Site Quality, Mockups and Handover

- Set and enforce a national QC protocol: mockup and benchmark approval before bulk execution, stage

inspections, material sign-off at delivery, and workmanship tolerances published in millimetres.
- Run and standardise the snagging process — structured snag registers, categorised defects, closure evidence,and a de-snag sign-off that is genuinely conditional.
- Attend sites across regions at the stages that decide quality: setting out, first fix, ceiling grid, mockup, and pre-handover.
- Own post-occupancy technical review — capture defects and failures back into the detail library so the same mistake is not detailed twice.

1. People Leadership and Capability

- Lead the central technical and standards team directly — objective-setting, workload allocation, performance review, development planning and day-to-day management.
- Lead the documentation leads across all six regions through a matrix relationship: set their technical

objectives, contribute formally to their appraisals, and hold them accountable for regional compliance.
- Own technical hiring for the practice — define competency benchmarks for documentation roles, set the

assessment method, and sit on selection panels across regions.
- Run a structured technical training programme: detailing workshops, MEP literacy sessions, BOQ writing, site exposure and Revit standards training, with defined progression from junior to senior documentation capability.
- Mentor senior technical staff towards independent compliance, so the standard is upheld locally rather than policed centrally — and build a succession bench beneath this role.
- Manage underperformance where it persists, and make the resourcing and structural recommendations

required when a region cannot meet the standard with its current team.
- Advise leadership on technical headcount, team structure and resourcing across the six regions.

The Precision Benchmark: “Hospitality-level precision” is a measurable standard, not an aspiration. In this role it means:

- Every junction is drawn, not assumed. Where two materials meet, a detail exists at an appropriate scale and it is the contractor & only instruction.
- Setting-out is designed. Tile, panel, joint and ceiling grids are set out from a stated datum with cut positions decided by the designer, not the mason.
- Tolerances are published. Level, plumb, alignment, joint width and reveal dimensions carry stated tolerances in millimetres, and they are inspected against.
- Services are composed.



Every visible ceiling and wall element is positioned deliberately and coordinated to the design grid.
- Specification is unambiguous. A specification names the product, the standard, the finish, the substrate, the fixing and the acceptance criterion.
- Mockups precede bulk. Nothing repetitive or high-visibility proceeds without an approved benchmark.
- Documentation is traceable. Every revision is recorded, reasoned and issued through a controlled register.

Authority: For this role to function, the following authority is delegated and must be stated in the appointment letter:

- Technical release authority over GFC drawing packages in all six regions.
- Authority to reject non-compliant documentation and to stop issues until corrected.
- Authority to halt bulk execution at site pending mockup or benchmark approval.
- Custodianship of the national standard, detail library, Revit template and approved materials register — sole rights of amendment.
- Formal input into the objectives, appraisals and progression of documentation staff in every region.
- Decision rights on technical hiring standards and on selection for documentation roles practice-wide.
- Escalation path direct to the Managing Director on unresolved regional non-compliance.

What We’re Looking For:

- Bachelor's degree in Interior Design or Architecture from a recognised institution.
- 8–14 years in interior fitout delivery, with a minimum of five full projects taken personally from design

development through GFC, construction support and handover.
- Demonstrable hospitality or luxury-residential documentation experience, or equivalent evidence of detailing at that resolution in a commercial context.
- Advanced Revit — model authoring, family creation, template and worksharing management, and the ability to set standards others work to. AutoCAD proficiency assumed.
- Genuine MEP literacy: able to read service drawings, identify clashes independently, and hold a technical argument with an HVAC, fire or electrical consultant on merit.
- BOQ authorship and specification writing from first principles, including rate scrutiny and tender-stage

negotiation.
- Working command of NBC, applicable fire and life-safety requirements, local statutory approvals and the

compliance conditions that govern occupancy.
- Demonstrated line-management experience — a team of at least six to eight technical staff, with direct

responsibility for hiring, appraisal, development and performance management.
- Experience leading through influence across geographies, including staff who did not report to you directly.
- Evidence of having improved a delivery process, not merely operated within one — a workflow redesigned, a stage-gate structure introduced, a technology adopted, with a stated before-and-after effect.
- Experience working across multiple offices, cities or teams, with evidence of having imposed consistency across them.
- Willingness and availability to travel nationally at short notice.

Preferred
- Prior experience authoring or owning a firm-wide design standard, detail library or documentation manual.
- Exposure to international hospitality operator standards and brand technical guidelines.
- Experience on the contractor or PMC side, or in design-and-build delivery.

Competencies and Disposition:

- People's leadership. Builds technical capability in others and is measured by it. Comfortable setting objectives,

giving difficult feedback, developing successors and managing underperformance through to resolution.
- Technical authority. Credibility rests on demonstrated command of the detail, not position alone. This

A person will be challenged by regional leads and by contractors, and must win on substance — while resisting the pull to take the work back and do it themselves.
- Constructive obstinacy. Able to hold a standard under commercial and programme pressure, and to say no at site at eight in the evening.
- Strategic ownership. Think about documentation as a production system with cost, cycle time and failure rates, not as a set of drawings. Can articulate a three-year technical direction for the practice and sequence it against commercial reality.
- Systems thinking. Treats a recurring defect as a documentation failure to be fixed at source, not a site

problem to be resolved individually.
- Influence without direct line authority. Regional teams report elsewhere. Compliance has to be achieved

through credibility, clarity and consistency as much as through mandate.
- Written precision. Standards, audit findings and specifications are written instruments. Ambiguity in writing becomes a defect on site.

What This Role Is Not: This is not a concept design or visualisation role. It sits downstream of design ideation and is measured on buildability, coordination and executed quality. Candidates whose portfolios comprise renders and mood boards without complete drawing sets, BOQs and executed site evidence will not be shortlisted.

It is also not a senior individual-contributor position. The practice already has capable technical people producing drawings; what it needs is someone to lead them. A candidate whose satisfaction comes primarily from personally authoring the set, and who is reluctant to delegate, will neither enjoy this role nor succeed in it.

Nor is it a passive standards or documentation-control function. The role carries live project accountability and real authority, over both work and people, and requires someone prepared to use it.

📌 Head - Technical Designer (Bengaluru)
🏢 Space Matrix Design Consultants
📍 Bengaluru