Paul Vick Architects recently won Finance Monthly’s Game Changers Awards 2018. They are a growing, agile practice based in West London. Their unique blend of skills and experience is backed up with a client-savvy world-view that sets them apart in their profession as does their 100% planning permission record on over 100 projects. The company’s Cambridge educated Director Paul Vick discusses the challenges faced by clients today.

What are the biggest challenges facing development?

Armed only with a commercial need, a strategic target, and an investment appraisal, risk and uncertainty loom large in the average construction client’s mind. Digital connectivity has laid bare how many different stories there are trying to make sense of the chaos of data and disordered world we work in. They have to stare through the fog of unknowns and lean on past performance, current valuations and economic indicators – any crutch, in fact, to mitigate risk. After all, huge sums of money are involved and whether they spend equity or take on debt, it all has critical implications for the wellbeing of their organisation.

And when the only constant is change, designing only for today’s conditions is a sure way to guarantee a sub-optimal solution.

What are the key issues clients face in relation to UK regulations and what are the incentives to encourage foreign participation?

Planning permission is a definition of viability – without it buildings don’t get built, investment is not forthcoming, and you are left with stranded assets. Stories of intransigent planners, vocal neighbours, mykfcexperience survey and delay are commonplace. Sometimes this is a result of an incomplete understanding of the process and the pressures planners face.

Our job at Paul Vick Architects is to confront uncertainty and negotiate remaining unknowns and trends intelligently in relation to the client’s brief. At the same time, we approach value from the start to enhance your business plans. The model we have developed addresses economic, use, identity, community, environmental and cultural values together to give opportunities for multiple users and positive feedback loops for your benefit. There is not much point in receiving planning permission for a care home, student hostel or hotel without enough rooms to make it viable for example.

The UK is known as being a structured and reliable environment to work for long-term interests – essential to successful construction projects.

The traditional distance of the developer to the user has become shorter. The public nature of development means users and neighbours have a louder public voice. They can be your supporters and market, and the developer seen as a catalyst for regeneration. An understanding of user needs is not just important to the planning process specifically, it is also important to the conception pre-planning and the physical detail delivery of it for user satisfaction.

For an office owner-occupier, that might mean design that attracts the best staff, encourages them to stay longer, work more productively and, ultimately, to make a more profitable enterprise. For investor-developers, that might mean private rented housing designed with a marketing cachet for cultural and social opportunities that commands premium rents, long leases and zero voids. For a museum, it might mean spectacular staging in and outside galleries themselves to create a destination powerful enough to attract people away from their screens.

Can you give examples where you have created value enhancement above client expectancies?

Apartments and Penthouses, London, UK. After some study, we agreed in a pre-application with the council that 100% increase in area would be acceptable. Previous consultants had thought only 25% was possible.

New Mini-Department Store, West End, London, UK. Our design increased the visibility of selected brands and improved the management and speed of stock delivery in store to boost client’s customers’ loyalty.

Daylight Studio, London, UK. Our design anticipated the client’s need to adapt over time to new media and alternative revenue streams, leaving them very satisfied.

Regeneration of a historic site with 7,000sqm of offices and retail, 80-bed care home, boutique hotel, low-energy homes, and museum, UK. The key objective is to design a destination to drive footfall, room occupancy, and sustainable client revenue.

Start-Up Hub, Innovation Warehouse, London, UK. Eschewing the trendy playroom motif, our fit-out supports growing, developing and selling ideas, and has nurtured several entrepreneurs who have turned into unicorn businesses.

Glass Bridge and Office Fit-Out for Global Communications Company HQ, London, UK. Our design crystalizes an identity that emphasises connectivity and facilitates idea-sharing.

What is your overall vision?

The magic needed to turn the faceless development appraisal with all its risks and changing parameters into successful ‘output’ value is understanding the various ‘input’ values. The examples above are about how user motivation and inspiration are harnessed - attracting them to come, stay, and return, as well as the word-of-mouth marketing will make the development attractive and relevant for longer. Focusing on the user is essential for any business.

Website: http://paulvick.co.uk/

To hear about real estate and construction in Africa, Finance Monthly reached out to the Executive Director of Tanzania-based Epitome Architects Ltd. - Nuru Susan Nyerere – Inyangete. Established in 1998, the company provides architectural, interior design, planning, contract administration and project management consultancy services. At Epitome, Nuru is in charge of design, procurement (especially international), quality assurance, whilst she also heads the company’s Real Estate Development wing in Nigeria.

What would you say are the most common types of projects that you work on?

We are not geared for a specific building type as in Tanzania, like many African countries, the economy is not big enough to sustain architects who are specialised in a specific building type. Thus, we have built a team with the capacity to successfully undertake a variety of projects.

We are very fortunate to work on a wide variety of building types i.e. corporate buildings (for both private and public clients); commercial and mixed use. We’ve also worked on petrol stations, banks, schools and universities, residential buildings – and the list goes on. We are one of the few Architectural firms in Tanzania that have worked on a number of health related projects.

Additionally, our portfolio also includes international projects such as Utako Bus Terminal in Abuja, Nigeria and Rwanda People’s Bank in Kigali.

Our work ethic and drive to satisfy our clients have enabled us to get numerous word-of-mouth referrals.

What specific tactics do you implement when assisting clients with development strategies?

• The desire and interest of our clients is our priority and we guide them by understanding their ambitions in order to deliver solutions that satisfy their expectations.
• We undertake extensive research based on client expectations and spend a good deal of time with them. This forms the basis of our execution plan.
• We have a passionate, highly skilled, multi-disciplinary team of professionals with international experience whose quality of work epitomises our services.
• The hallmark of our service is built on uncompromising adherence to contracts, development controls, regulations, best practice guidelines and documentation.
• We set out to educate our clients on the actual role of an architect in a development project.

What are the challenges that your clients typically face prior to embarking on a new project, in relation to laws and regulations?

A key challenge for our clients is matching their expectations and needs to the resources available, the regulatory requirements and the cost of compliance.

Processing of Statutory approvals like building permits, change of use (where change of developments use is required) is long drawn out and bureaucratic. In addition, every project needs to register with various regulatory bodies like AQRB, ERB, CRB and also undertake studies such as Environmental Impact Assessments (EIA), all of which are costly. Additionally, if the project involves acquisition of funds, the process may take longer than the client’s timeframe.

In regards to building laws and regulations, a potential challenge can relate to gaps in legislation, such as the absence of building codes for example. Change in policies can also cause numerous issues for our clients.

Do you have a mantra or motto you live by when it comes to helping your clients with the development of a project?

Our Motto is: ‘Strive for excellence regardless of project size’. Our business ethos is built on being loyal to our clients and the profession in our advice from the outset and our clients appreciates this.

JADE+QA is an International design studio, founded by British Architect Martin Jochman Dip Arch, ARB (UK) RIBA based in the UK, Hong Kong and Shanghai. In 2013 Martin, who is the original Concept and Scheme Design architect for the Shimao Wonderland Intercontinental Hotel in a Quarry, signed contract with the developer Shimao to complete the design and overview the construction. Since then, Martin’s studio JADE+QA has designed a number of high-profile projects in China and South East Asia.

 Prior to setting up JADE+QA, Martin has had over 25 years of UK and international design experience as an Associate and Design Director with an international design consultancy winning numerous national and international competitions and awards. He has worked in the UK, Europe, Dubai, Hong Kong and China on many high-profile projects, including the Jumeira Beach Hotel, the Wild Wadi Waterpark in Dubai, Tianjin TEDA towers, Wuhan Pebbles mixed development and other important landmarks. Here he discusses the construction sector in China and the work that his company has done thus far. 

As a professional with over 25 years of experience in design and construction, what would you say attracted you to the field?

I come from artistic background with both of my parents being creative artists . This has obviously influenced me from early age to look at professions which could combine my interest in arts with other subjects  I was interested. Architecture thus became quite obvious answer and I have therefore chosen this profession quite early in my life for my future occupation.  I have been very fortunate to have had an opportunity to study at an excellent architectural school in Bristol and this creative environment has reinforced my resolve to become architect. To me Architecture is more than just a profession. It becomes almost an obsession, where each new design project is a new adventurous challenge, testing one’s ability to come up with new innovative solutions. No design problem is ever same. I am happy to say that even after almost 40 years, I am still excited and filled with trepidation when facing a blank piece of paper to start sketching new concept ideas.

What would you say are currently the biggest challenges in the field in China?

There are several major challenges that a foreign architect has to overcome in China. Firstly, the contractual process differs quite a lot from the UK practices. Whilst the overall principles of the design process are same, the contractual relationships, especially not giving the architect full authority to implement his design direction and the disjointed nature of the design/client team can be quite counterproductive.

Quite often, the “foreign’ architect, who relies on a Local Design Institute to submit the drawings for approval, is only given a limited scope, producing a Masterplan only or a Concept and Scheme Design, without the continuity of involvement in the construction detailing and construction itself.  Communication and difficulty with coordination between the various parts of the project team can also contribute to the lack of overall control over the design process. This has great impact on the quality of the resulting building that ultimately depends on the quality and experience of the client and his management team.

We have been lucky to have had very experienced and professional clients, whose teams have avoided this situation - especially with our hotel projects in the Shimao Quarry Hotel, where the quality of the client’s management, both during the design and on site, has been exceptional.

The second major issue has always been the quality of workmanship on site. Again, as with design, the contractual authority of the designer is missing, with primary driver for the project being the budget and speed of construction. This often leads to cutting corners and reduction of the build quality.

What are some of the key issues that you and your client frequently face in relation to Chinese regulations? 

A number of Chinese regulations, especially in design of residential buildings, limit the design scope of a given project. For instance, orientation of residential buildings only in north/south direction, so they end up being arranged in regimented grid pattern, which doesn’t allow for the variety and richness we expect in our residential layouts in the UK.

For instance, our innovative ‘Vertical Shikumen’ residential concept for Shanghai was declared ‘suitable for Singapore, but not for Shanghai”. The regulations of internal bathrooms and kitchens also determine the overall residential planning and character.

However, on the other side , in our Shimao Quarry hotel, the local Authority in Songjiang has been impressively flexible and has allowed, in this building, which as an ‘upside down’ skyscraper with no  precedent, certain regulations  (such as the seismic and structural codes and fire regulations) to be reinterpreted and justified from the first principles.

What incentives are in place to encourage foreign participation in the construction sector in China?

The major incentive has been the Government’s creation of so-called “Wholly Owned Foreign Investment” companies that enable foreign individuals to establish enterprises in China. This is the basis for operation of my studio in Shanghai.

The Chinese Government  has recognised the value of learning from the experience of what they call “ Foreign Experts” and foreign participation is welcomed by clients, who seek experienced foreign designers to help produce more innovative and ‘international landmark’ buildings. It is a matter of ‘Face’ to have a foreign architect on board and having a ‘Name’ designer often helps to push the project through the Government approvals much quicker.

What mechanisms do you use when identifying risk and opportunities in the early development process of projects? 

Important tool for identifying the risks and opportunities is a thorough analysis of all aspects of the design project. This is in fact a standard part of the design process, but is often skipped or simplified.

The most important factors in order to be able to come up with the ‘right’ solution are:

-Understanding the site and its physical (orientation, topography, access, existing landscape, environmental character, water etc.) and non-physical character. (cultural, historical, emotional context).

-Equally important is understanding the client’s requirements and thus, being able to translate them into physical volumes and plans that can then be arranged on the site.

-Finally, an important factor is understanding the local  requirements, mainly the building densities, maximum heights , percentage of the green areas and other factors determining the size and location of the buildings.

All of these factors require detailed analysis, utilizing latest modeling and graphic software and internet research methods.

How has technology changed the architecture sector in recent years?

The design process in architecture has benefited from the ‘digital revolution’ by enabling complex organic shapes of building structures and façades to be designed and constructed, well beyond the capability of architects from only 20-30 years ago – from rectilinear simple shapes to complex curved buildings, that rely for both design and construction on automated computer controlled digital technology. Building and façade shapes produced by architects such as Hadid or UN Studio would have been unthinkable at the time when we designed buildings by drawing in ink on tracing paper on drawing boards with T squares.

In the heady days of the fast building boom here in China, there was a quest for the most unusual ‘Landmark’ shapes. Clients were competing for the most innovative building forms, enabled by the new technology  and the examples of the resulting architecture, both good and bad, can be seen all over China. The CCTV building in Beijing, The Bird’s Nest Stadium, Beijing Airport terminal, Shenzhen Airport terminal, our Wuhan Pebble Towers and even the Shimao Wonderland Intercontinental Hotel in a Quarry are the examples of such architectural style.

Other developments are in the sustainability and ability for humans to interact with our buildings. Sustainability is a very important element of building design and, here in China, is now taken very seriously, with the US LEED system of evaluation and local Chinese 4-star system, being frequently used to produce buildings which will contribute to the environment, by saving energy, water and promoting biodiversity.

Interactivity in architecture is also enabled by the ‘digital  revolution’ through incorporating smart controls which help to automate the building services, ranging from heating, ventilation, to lighting, security and communication and controlling more mechanical aspects of the external envelope of the building such as sun shading, external lighting and cleaning the façade.

Can you detail any current projects that you are working on? What are some of the key issues that you are facing in the process of assisting with them?

Shimao Wonderland Intercontinental

As mentioned, our most important project is The Shimao Wonderland Intercontinental, known as the Quarry Hotel. This project, which I designed in 2006, and has been ongoing for over 11 years now is a unique resort hotel situated in a disused ‘brownfield site’, 90m deep  partially water filled quarry. The hotel, developed by Chinese developer Shimao, shall be operated as a 5-star resort by Intercontinental Hotel Group and when completed, will be their flagship project in China. The hotel  which cascades down 90m rocky cliff face features 338 luxury guest rooms with number of them as duplex suites with the lower levels located under water, facing a large tropical aquarium. The central feature of the building is a vertical glass ‘waterfall’ atrium containing the observation lifts to take the guests to the lower levels. The hotel, with its unique location, is a first truly ‘underground’ structure and features a number of innovative and sustainable features. Obviously, such unusual location brings many technical challenges that needed to be overcome during the design and construction process.

Moganshan Jo Lalli Resort Hotel

Another one of our interesting project, currently under construction, is the Jo Lalli Resort Hotel in a beautiful mountainous region of Moganshan, near Hangzhou. Here the challenge has been to create a landmark building - that is the ‘visiting card’ for the operator, but at the same time, fits seamlessly into the outstanding natural environment without going against it. The inspiration for the form and materials has been directly the natural environment, utilizing local materials and building scale and massing that is compatible with the unspoiled beauty of the site itself. The hotel will feature large banqueting facility, restaurants and bars, in addition to 50 guestrooms.

Website: http://www.quarry-associates.com/

This month, Finance Monthly had the privilege to interview one of the most prominent thought leaders within the fields of architecture, urbanism and design today – Patrik Schumacher, who has been leading Zaha Hadid Architects since Zaha Hadid’s passing in March 2016. He joined Zaha Hadid in 1988 and was seminal in developing the firm to become a 400-strong global architecture and design brand.

 Patrik Schumacher studied philosophy, mathematics and architecture in Bonn, Stuttgart and London. He received his Diploma in architecture in 1990. He has been a partner at Zaha Hahdid Architects and a co-author on all projects since 2003. In 2010 Patrik Schumacher won the Royal Institute of British Architects’ Stirling Prize for excellence in architecture together with Zaha Hadid, for MAXXI, the National Italian Museum for Art and Architecture of the 21^st century in Rome. He is an academician of the Berlin Academy of Arts.

 In 1996 he founded the Design Research Laboratory at the Architectural Association in London, where he continues to teach. A few years later, in 1999, he completed his PHD at the Institute for Cultural Science, Klagenfurt University. Today Patrik Schumacher is lecturing worldwide and recently held the John Portman Chair in Architecture at Harvard’s GSD. Over the last 20 years, he has contributed over 100 articles to architectural journals and anthologies. In 2008 he coined the phrase ‘Parametricism’ and has since published a series of manifestos promoting Parametricism as the new epochal style for the 21^st century. In 2010/2012 he published his two-volume theoretical opus magnum, titles “The Autopoiesis of Architecture”.

What attracted you to the architecture sector?

 As a high-school boy, I encountered the work of Mies van der Rohe in my History of Art class. I was struck by its cool beauty. Images of Oscar Niemeyer’s Brasilia were another striking inspiration I saw in a movie with Jean-Paul Belmondo, called ‘L'homme de Rio’, 1964. These were my first mediated encounters with modern architecture. Later, I decided to study architecture after I had studied philosophy and mathematics, because it seemed to me to be a versatile field where creativity intersects with a future-oriented, transformative societal agenda.

How has technology changed the architecture sector in recent years?

We are living in a new technological era brought on by the convergence of computation and telecommunication. This technological empowerment is triggering a radical restructuring of the whole reproduction and life process of society. We are now living and working in what I would like to call the Postfordist Network Society, where the most advanced arenas of the world economy focus on R&D, finance, and marketing and where production is more and more automated, relegated to the periphery and subject to continuous reprogramming according to the innovations produced in the R&D hubs. These hubs are the mega cities like London, New York, Tokyo, Seoul, Shanghai etc., where urban concentration continues relentlessly. This has consequences for the complexity, dynamism and degree of integration of the built environment. Cities become intensely networked with urban webs garnering the productive synergies of co-location. These challenges can be met by an architectural design discipline that is upgrading its tools, methodologies and repertoires along the line of the new style I have called ‘Parametricism’.

What are some of the key issues that you and your clients frequently face in relation to UK regulations?

 Regulations are too prescriptive. There are rigid land use prescriptions, and density prescriptions. There are further far too many regulations prescribing the way buildings should be designed and prescriptions about occupation, i.e. the density of occupation in office environments. In the residential sector, the detailed prescriptions of unit mixes, unit sizes, room sizes, number of units per core, balconies, facilities etc. border on the absurd. Urban entrepreneurs and their architects have no room for innovation at all. It’s a scandal that makes all of our lives so much poorer by taking away vital choice and by killing the discovery process of the market.

What incentives are in place to encourage foreign participation in the construction sector in the UK? What else needs to be done?

Unfortunately, the overregulation in the UK comes along with too much discretion on the part of the planners. This introduces paralyzing uncertainty and delays the planning process as developers must engage in lengthy negotiations with planners to gain competitive advantage. Clear rules would be better than overburdening rules plus discretionary powers for planners. This implies that foreign developers have a hard time navigating the system and work in the UK, as intricate knowledge of the processes and personas is required to succeed competitively. This reduces competition and consumers lose out once more.

In your opinion, how could the London's housing crisis be resolved?

 The most important step here is to ease the political supply restrictions, both with respect to the overall quantum of development, and with respect to the programme types and typologies that can be developed. We must allow the housing market to work. In fact, I would hardly call the housing provision in the UK to be a proper market at all. Sadiq Khan seems intent on ramping up “affordable housing”, i.e. housing rationed according to political prerogatives, to 50% of all housing provision. With all the other restrictions mentioned above we can hardly speak of a proper market. In proper markets, we never witness supply crises. There is no car crisis, is there? Or a crisis in food provision. Housing must be de-politicized. Let the market work and affordability will return. Some in central government seem to understand this sometimes, but the forces of local political nimbyism seem to push us further and further in the opposite direction.

What are the top 3 achievements in your career thus far that you are most proud of?

 I have been involved in the design and execution of some beautiful and innovative buildings, I helped to forge a great creative enterprise with a promising future, and I am proud to contribute to the discourse of my discipline via research, writing and teaching.

Your MAXXI Centre of Contemporary Art and Architecture project won the Sterling prize in 2010 – could you tell us a bit more about the project? What were some of the challenges that you were faced with?

MAXXI was our breakthrough project, and it remains one of my most cherished buildings. I am going back rather often and we recently opened our own exhibition within the building. The challenges here were first of all, winning an international competition with a formidable line up of competitors, then to translate the radical design intent into a feasible proposition without losing its power in the process. And then, there was the challenge of navigating the project through the unpredictable political waters of Italy; many governments came and went during the process. MAXXI is a national project.

Can you detail any current projects that you are working on?

 There are too many to list. There are about 25 projects on site, including e.g. a brand new Beijing airport, a large cultural complex in Changsha, an office tower in Beijing, a residential tower in Miami, a residential block in Manhattan, an opera house in Rabat, a mixed use block in Dubai, to name just a few. There are also many more new projects on our drawing boards: Corporate headquarters, railway stations, bridges, mixed-use complexes, and masterplans. We are a global design brand with an interior architecture department, corporate space planning department, and a furniture and product design department. We can deliver an all-round design service and are expanding our global reach with offices in Beijing, Hong Kong, New York, Mexico City and Dubai.

What would be your top three tips for young architects willing to ‘go the extra step’?

Divest yourself of all your nostalgic sensibilities, invest in computational skills, know the history of the field, including its contemporary scene, and read my books to gain an overview about architecture’s societal role.

“Let us all risk a bit more freedom to unleash the incredible potentials of our time.”

Website: http://www.zaha-hadid.com

From the very beginning, Ba'alawi Design has pioneered a sustainable approach to design, through work that spans the spectrum from masterplans to furniture. The company’s approach is sensitive to location and culture, often combining the latest advances in building technology with techniques drawn from vernacular tradition; harnessing the skills, enthusiasm and knowledge of integrated design teams, clients and communities to create inspirational environments. By working together creatively from the start of a project, architects and engineers combine their knowledge to devise integrated, sustainable design solutions.

From appointment to completion, the Ba'alawi Design teams are supported by numerous in-house disciplines, including project management and a construction review panel. And to ensure consistency and personal service, the same core team sees a project through, from beginning to end. To hear more about the processes within the organisation and the company’s biggest challenges and achievements, Finance Monthly spoke to the founder of Ba'alawi Design – Architect Mohammed Al-Alawi.

What made you fall in love with architecture?  

What I find fascinating about architecture is the fact that it’s all about creating something that lasts for hundreds of years. Architects are not just concerned with the exterior and interior design of a building, but the environment as a whole. Architects get to design and create the character of a city and impact the way people live – that’s what made me fall in love with architecture as a whole.

What were your goals for the company when you founded it?

 At the start, my key objectives for the organization was to create a space where different ideas and perspectives are welcome and to create a culture of shared ownership around future product vision. I wanted to create a space for open and honest discussions, while encouraging employees to defend their points of view and analyse them with other team members

The most challenging part of running our own design studio is our constant desire to launch new side projects, which sometimes makes it hard to focus on being a design studio. While our side projects generate revenue on their own, they all detract from a singular focus.

What are the typical challenges that you face in the process of master planning?

A quote from illustrator and typographer Gemma O'Brien answers this questions perfectly:

"I think that increasingly, the lines will be blurred between technology, human experience and creativity. As technology advances, certain skills will no longer be needed as computers and automation make aspects of 'designing' accessible to all. The creative industries need to cultivate the 'human' by finding new ways to embed experiences, memories, stories and culture into creative output."

What are some of the key issues that you frequently face in relation to rules and regulations affecting architecture projects in Egypt? 

According to Build's Michael C. Place, "The biggest challenge designers face is the problem of finding good clients who actually value good design for itself – clients who don't perceive design as just another expense, but a worthwhile investment."

I’d say a challenge that we face frequently is the fact that legislation in relation to architecture projects and waiting for document approvals frequently slows us down. However, I believe that due to a new system in place, the processes in Egypt will improve soon.

In your opinion, what’s the impact technology will have on the architecture profession in the future?

In recent years it’s a common belief that technology will soon replace architects. However, I don’t believe that this will happen any time soon - the sensitivity of a human is too important in designing a building. Furthermore, good design in architecture is not definable, let alone replicable in computable terms.

Contact details:

Phone: +20100 6733 934

Email: alawi660.ma@gmail.com

Website: http://m3alawi.wix.com/alawi

Tim Hilkhuijsen holds Degrees from Aims Community College in Greeley, Colorado as well as from Southern Illinois University and has 25 years of experience in the field of architecture. With a strong knowledge of both residential and commercial design, including construction methods and materials, Tim’s ability to see a project through, from conception to completion is unsurpassed, as he has been involved in architecture since 1989. His work can be seen throughout the United States such as, South Carolina, Colorado, Missouri, Texas, North Carolina, Utah, including the islands of St. Kitts and Antigua. Tim’s distinguished work has been published and can be found in various books and magazines for which he has received several “Prism” awards for outstanding designs, as well as a SARA award for exemplary graphic representation.

Having a spirited understanding of accrual management, Tim has owned, operated and directed several Architecture firms throughout his career, and is regarded to be one of the top sought after designers in the South Carolina low country. His primary goal has always been customer service and satisfaction and he prides himself to be “only as good as his last job”.

A member of the American Institute of Architects, the Royal Institute of British Architects, as well as the Society of American Registered Architects, Tim and his partner, Kevin Whalley, established Architecture Plus sc, llc in January of 2012. Architecture Plus sc, llc recently partnered with Aaron Ede in order to provide unparalleled services in a challenging market to their discriminating custom residential clients. Here he tells us more about the company’s beginnings, priority toward their clients and recent projects they’ve worked on.

How did the idea about Architecture + come about? How did the company develop into the company it is today?

Kevin Whalley and I struck out on our own back in 2012, when the economic landscape in the United States was a much different, scarier place than it is today. While we understood the risks of starting a business in the middle of the worst recession in recent memory, we also knew it was a chance for us to design and manage projects the way we wanted and the way we needed them to be managed.

We saw an opportunity to combine our 50 years of architecture experience in the Charleston, SC region and grow it together. The combination of our experience allows us to complement each other.

Another major factor in our company’s success is that we learned to be diverse. We’ve learned how to get into new markets and how to address and implement the creation of such new market services.

How has technology changed the architecture sector in recent years?

Technological advancements have made it easier to convey design ideas and executions to clients. Flat, two-dimensional drawings and renderings are no longer the only way to show the scope and scale of a project. Now, we as architects display our creations in three-dimensional graphic presentations that are much more photo-realistic and easier for our clients and their contractors to understand. These tools also enable us to work more closely with general contractors and their estimating departments. It helps them become more accurate during the bidding process and when they are on target with budget, it results into a satisfying reflection of our firm. Drawings are simply much more understandable to read and ideas are more easily conveyed. Not just to our clients, but also to the entire project team that is turning a vision into a reality.

Can you detail any current projects that Architecture + is working on? What are some of the key issues that you are facing in the process?

Some of our most recent projects include a Starbucks, a mixed-use facility, retail and office building, a restaurants and an industrial building. The biggest hurdle we are continuously challenged with is learning to work with local governments. Time equals money and having to go through the rigorous requirement of city review and submittal processes tends to add 6 months to our project timeline. We find that roughly 18 to 20% of a projects’ expense ends up being allocated towards governing regulations. So the challenge for us in the industry is how can we, as professionals of our industry, provide more affordable projects. Whether it’s a multi-family housing project or a commercial project. Average salaries simply do not run parallel to the average wage earner, so we must continue finding a solution, as this is just not a developer problem. It’s going to take work from multiple parties in our industry to band together in search of viable solutions. Finishes that were deemed as upgrades a decade ago, have now become expected standards today.

Website: http://architectureplusllc.com

 As part of our Expert Insight feature, this month Finance Monthly looks at Construction in the UK, by speaking to Ciara Gormley, Partner at architectural practice PDP London.

What have been the trends in the construction sector in the UK in the past twelve months?

 The UK construction industry has certainly been on a bit of a roller coaster ride over the last 12 months. Unpredictability due to the cooling off of the prime residential market, because of political uncertainty, and an over-supply in some central London locations, has directed developers and funders to diversify their approach to gaining returns from property.

The UK’s controversial housing shortage at the other, more affordable, end of the market has therefore benefitted from a more focussed response, with developers shifting to seek long-term assets rather than an immediate capital return. The resultant financial constraints, reduced building programmes, the need for accuracy, speed and the requisite environmental standards have encouraged the development of innovation in off-site construction. Also there has been the emergence of the Private Rental (PRS) or ‘build to rent’ Sectors based on successful US models. This ‘build to rent’ sector is starting its own trend, looking like it is set to spiral, as the market seeks ways to maximise future returns and cater for the future of ‘generation rent’ as their requirements grow from that of graduates to family living – in itself redefining the meaning of ‘lifetime homes’.

What are some of the key issues that your clients face in relation to UK construction and real estate laws and regulations?

Political unpredictability is one thing, but the process of navigating the complex Planning systems and local government is still increasingly arduous. Legislation has not quite caught up with these emerging market trends with the level of detail required for planning applications growing and growing and developers having to negotiate heavily to achieve their long-term ideals.

The change of political emphasis, especially in central London has generated stricter obligations to supply ‘affordable’ housing in large developments with a starting gambit of 50% of the total numbers. This is generally on extremely expensive land which made the viability of development, especially at the prime level, very difficult.

Health and Safety awareness during the design and construction phases has vastly improved over the last two decades. Contractors and site personnel have benefitted from safer sites with improved working conditions which, apart from the dramatic decrease in site injuries, have aslo improved the finished product for the clients.

The increased client and designer responsibilities in this process have enabled us (And other architects) to provide an additional service to monitor and manage these processes through the design stages.

Recent incidents and tragedies have raised society's awareness of the contribution the built environment makes to our health, security and well-being. All stakeholders, whether they are legislators, developers, consultants, contractors, suppliers building users, have their part to play in the process to deliver the places in which we deserve and want to live, work and play.

What environmental regulations exist in the UK that construction companies and investors must be aware of prior to embarking on a project?

Although the Government appears to be moving to a lesser standard of zero carbon, especially where homes are concerned, larger developers are still extolling the benefits of developing buildings that are energy efficient, flexible and comfortable over the buildings life. In sectors where the market is flooded with new build product and developers and asset managers are holding onto their assets rather than selling, a good EPC and BREEAM rating on a commercial property for example, means better rental prospects on completion.

Schemes such as Considerate Contractors continue to encourage the contractor to actively plan their waste management into their working processes, this works well alongside assessment tools such as BREEAM and LEED.

The absorption of previously stand-alone energy saving initiatives into the building regulations, has increased standards globally, benefiting building design from a fabric and systems point of view.   PDP London has always taken an intuitive and passive design fabric-first, holistic approach to sustainable design (rather than the box ticking approach) which has proven to benefit both client and end user in the longer term. Large multinational institutions are still driving their own standard upwards, expecting commercial standards like ‘The Well Standard’ to sit alongside BREEAM and LEED as a minimum.

The London Plan pushes minimum space standards and amenity sizes in residential design which has had its impact on returns and affordability over a number of years. Whilst they have their benefit, especially in family housing, these are also currently being challenged. The new rental models create a paradigm shift in size of personal demise in lieu of more communal facilities.

In light of Brexit, what incentives are in place to encourage foreign participation in the construction sector in UK?

The UK Government seems to still have a lack of understanding of how to encourage inward investment in development, or at least it is slow to legislate for the market trends. There are very few incentives for inward investment into property, save the quality of product that is available in the UK and the quality of service from experienced construction professionals.

This is definitely a missed opportunity. Indeed, the exit from Europe will further exacerbate the labour shortage and many professionals and consultants will also suffer from the subsequent ‘brain drain’. We are hoping the government will embrace strategies and legislate to help counter the effects of this.  Innovation and flexibility seem to be the only answer in a fluctuating market and professional bodies are trying to find mechanisms to deal with this and hold onto years of experience.

What mechanisms do you use when identifying risks and opportunities in the early development process of projects?

 We find it is useful to set clear objectives and engage with the team from the inception of the project. Clear communication and building team trust is something we focus on from the outset. Including the client in these discussions to identify opportunities is vital and helps to forge a shared understanding whilst developing the brief in alignment with the client’s objectives.

We tend to run specific and focussed Risk Workshops at regular intervals. We use active documents as management tools and run a ’risks and opportunities register’ that is tracked throughout the project, ideally reviewed at each design team meeting. This allows each member of the team to feed their own risks per discipline into this process and share the understanding of mitigation strategies as they emerge.

How has technology changed the architecture sector in recent years?

 With the emergence of BIM as the mainstream tool for communicating drawn information, the way the industry produces and shares information has changed markedly. The detail, level of engagement and decision making that is required at early stages has impacted project planning tools and the level of expected detail, including the level of manpower at early stages in the design process.

As a practice, we have fully embraced the benefits of BIM, yet the long-term impact of this in the industry is unknown. Certainly, it is a positive advancement for the integration of the different disciplines and in the light of a burgeoning off-site construction market with the factory finish precision that it requires, it feeds well into such a process.

It terms of quality and uniqueness in the built environment it may not be just as practical or intuitive when working on existing buildings for example, as it relies on a lot of ’known’ information, before even getting to site. As we know, existing buildings are all about the ‘known unknowns’ and how we can use our skills to respond to this when we get to site. That said, the advancement in software to find solutions for problems such as thermal modelling has also increased the amount of ‘knowns’ about the fabric before stripping out!

The availability of 3d building scan surveys and point cloud surveys mean that photorealistic building information is available in the early days of the design process, driving the level of required accuracy far beyond that required at early stage design. In this instance having a balanced view as to the appropriate use of technology and its benefits for the client is of utmost importance.

Can you tell us about the current projects that PDP London is working on?

 We are best known for our multi award winning Duke of York’s Square, on the King’s road, home of the Saatchi gallery, which represents 10 years of our work. The master planning, detailed design and delivery of this new London square demonstrates our approach to the adaptive reuse of buildings in this underutilised, former military campus to create a mixed use, retail and residential Quarter within a historic setting.

We continue to develop our master planning and residential expertise applying well-honed high-end skills to other emerging areas of residential design such as PRS, Build to Rent and innovative residential housing models, which combine with the fundamentals of good place-making.

PDP London is currently working on proposals for the rebirth of the so-called “In and Out” Club, housed within a magnificent Grade I Listed Georgian building, 94 Piccadilly. Previously a residence for the aristocracy, a prime minister and a major London institution, the property has played a key role in London society over the last 150 years. The proposals combine the grandeur of a Georgian palace, with outstanding levels of service and luxurious design, and will offer a unique combination of style and facilities in the heart of central London.

We are also working on a luxury development on Dovehouse Street, located just off the famous King’s Road in Chelsea, to provide 55 high-quality extra-care units which cater for older residents, whilst also significantly improving the relationship with the local context, repairing the townscape and enhancing the public realm. The scheme comprises the demolition of all existing buildings at 2 Dovehouse Street and redevelopment of the site by reinstating the historical figure-ground.

PDP London has also recently completed the prestigious conversion of a Grade II Listed building, The Star and Garter, into 86 residential apartments. An important and prominent landmark, the building is located at the top of Richmond Hill in the Richmond Conservation Area and overlooks the Thames, with the only view in the UK protected by an Act of Parliament.

What have been some of PDP London’s major achievements in the past few years?

• Winner of the AJ100 Best Sustainable Practice and Best Practice Awards (2012)
• The creation of a multi award-winning, zero carbon sustainable community in Belfast, which achieved Code 5 of the Code for Sustainable Homes and awards
• Working internationally on developments and masterplans for city quarters in Russia, Azerbaijan, Italy, China, and now Canada, taking the British / London brand worldwide.
• Being featured as the only architects in Country & Townhouse Magazine’s ‘Great British Brands’

Any final thoughts?

Our people are our strength.

One of our strategies has always been to build roles around special people. When an individual has a particular passion, skill or knowledge base, it is crucial to help them to fulfil that passion and let them work to their strengths. We feel it is vital that everyone is afforded the space and support to express themselves, unlocking the best of their potential. It is this commitment to the development (both personal and professional) of the 120 people who work with us, and an appreciation of the uniquely varied skills that they bring to the mix, that makes PDP London a great practice and one that is able to consistently produce exceptional quality design.

Whether designing super-prime residential in exclusive central London locations, or student study rooms in refurbished Listed buildings, we endeavour to engage, support and re-energise the places and communities where we work, wherever they are, preserving and enhancing the best of the contextual heritage.

We continue to develop and foster our great team, working with the best people in their respective fields, to allow us to design, create and provide buildings, places and experiences that people enjoy.

ABOUT PDP London

PDP London’s portfolio is emblematic of outward facing, exciting, progressive and design-orientated architecture, which is firmly rooted in quality and excellence.

The practice was formed almost 25 years ago, by a small group wishing to push the boundaries and bring some fresh thinking to the approach of their clients – to encourage them to think of the process of place making rather than simply “building”.

The practice has grown to be 120-strong, and has built a reputation working on some of the most high profile properties at the most impeccable addresses in central London. PDP London has developed and honed their expertise in delivering both contemporary buildings and sensitive restorations of fine historic and vernacular buildings, in prestigious, unique and historic settings.

With a thoughtfulness and an inherent understanding of traditional values and architectural heritage alongside a desire to create world class architecture, PDP London has been pivotal in shaping the built landscape and public realm both in London and further afield. From designing exquisite hotels at Park Lane and Piccadilly to designing and shaping a new, sustainable community in Belfast, our emphasis is on designing great places to live, work and play – making a real and sustained contribution to the future of our built heritage.

Continuing our success in the prime residential market, PDP London has evolved to export this brand of architecture internationally. Starting by working with Grosvenor to re-envision the ethos and quality of the London residential brand in Hong Kong, Mainland China and Japan, this has grown to a 25 strong Hong Kong base working as far afield as Canada.

ABOUT Ciara Gormley

Partner

BA (Hons) Dip Arch RIBA ARB

Ciara has spent the last 2 years leading a large team on the Chelsea masterplan development, a mixed-use masterplan enabling development that is to release value on six sites in the ownership of the Royal Brompton and Harefield Hospital Trust. This is to deliver a new state of the art heart and lung hospital, just consented. This varied site includes mixed use, public realm, retail and high end residential as well as the hospital buildings.

Ciara is the partner instrumental in designing and delivering a scheme for 70 zero-carbon homes and a new sustainable community at Killynure Green, Carryduff, N. Ireland. The scheme was the result of an anonymous international competition and phase one recently completed creates 39 new homes for social use arranged around a series of vibrant landscaped spaces.

Ciara joined the practice to lead the residential component of Duke of York Square masterplan development completed in 2008 and has since concentrated her interests on the integration of the low and zero carbon brief into prime residential developments, and in this capacity she has been key to ensuring sustainability is integral in all PDP London’s design work, culminating in PDP being awarded AJ’s Sustainable Practice of the Year in 2012.

Since 2009 Ciara has led the PDP London Dolphin Square portfolio, delivering their aspiration to provide significant places for Londoners and specifically key workers to live. The launch of their ‘Dolphin Living’ brand and the completion of their first new build rental development at One Church Square was the culmination of 3 years of this work.

Before joining PDP London in 2005 Ciara gained experience in both large and small housing schemes from problematic estates to private one off dwellings and hotels in both the UK and Ireland.

Ciara studied Architecture in Liverpool and Edinburgh, and qualified as an Architect in 1998. Ciara has also been an external examiner at Westminster and Brighton Universities’ RIBA Part III courses and is actively involved in promoting the practice’s sustainable portfolio lecturing in the UK and abroad.