Workplace projects rarely fail in the design. They fail in the gaps: between the strategy deck and the drawings, between the drawings and the contractor, between handover and the Monday people actually walk in. We removed the gaps.
A consultant writes the strategy. An architect draws it. A contractor prices the drawings and finds what they do not cover. Every gap between the three becomes a variation, and every variation becomes a meeting you chair. The programme slips in increments nobody owns.
The people who measured your utilisation are the people who draw the plan and the people who build it. One programme, one price, one point of accountability. If the design was wrong, it is our problem, not a variation. You get a supplier who cannot blame anyone else.
We also work in single stages when that is what you need. Strategy alone, design alone, or delivery of someone else’s design.
We start with evidence, not with a layout. Occupancy and utilisation are not the same measurement, and hybrid working pulled them apart. Occupancy tells you how full the building gets. Utilisation tells you whether each setting earns its place. We measure both across a full cycle, then model ratios and build the space budget on the peak day rather than the average, because nobody experiences the average. Activity-based working is one possible conclusion, never the starting assumption.
Test-fits first, so the debate happens on real floor plates rather than on adjectives. Then concept, detailed design and FF&E. Certification requirements are designed in from the first sketch, because retrofitting them at tender stage is what makes them expensive.
One contract from CAT A to CAT B handover. We hold the programme, the price and the trades. You hold one relationship. When something moves, you hear it from us before it becomes your problem, and the variation register is open to you throughout.
Specified, tendered and installed. We hold no distribution agreement with any manufacturer, so the schedule answers to your ratios and your budget rather than to someone else’s margin. Lead times are planned against the construction programme, not after it.
Sequencing, decant, churn and day-one support. Most of the risk in a move is not logistical, it is behavioural: people arriving in a building they have not been prepared for. We prepare them, and we are on the floor the morning they arrive.
Post-occupancy evaluation at three months and at twelve. Real utilisation measured against the settings ratio you signed off, plus a user survey and the adjustments that follow. Most firms stop at handover. That is where the value actually starts.
Fixed price at CAT B. An open variation register you can read at any time, a monthly cost report, and a contingency that is named rather than hidden inside the rates.
One critical path across design, procurement, furniture and move. Weekly reporting against it. Long-lead items identified in stage 02, not discovered in stage 03.
Licence to alter, base-build coordination, reinstatement and dilapidations handled as part of the programme. Lease events are constraints we design around, not news we receive.
None of this has to be perfect. Send what exists, and we will tell you within a week what is missing and what it would cost to find out.