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While there, he engaged Bryden Wood and together they developed the Front End Factory, a collaborative endeavour to explore how to turn purpose and strategy into the right projects – which paved the way for Design to Value.

What is often not mentioned is that we can also achieve reduced embodied carbon and capital cost through optimisation and reducing the volume of building, and the earlier this is considered the bigger the carbon savings.. Bryden Wood have demonstrated that through optimising architectural layouts, we can produce higher net to gross ratio space.We do this by enhancing circulation and ancillary spaces and providing more useful, flexible space.

With the reduction in internal floor area, there is less space to be conditioned with expensive MEP systems, less structure and less external envelope.This sustainable design process is incredibly effective..Lean design encourages optimised material usage within the building.

This might be improving the optimisation factor of steel, reducing the thickness of concrete slabs, or balancing insulation thicknesses of walls, floors and roofs with operational energy savings.A reduced quantity of building materials reduces a building’s weight.

This in turn reduces the load on the foundations, allowing a further reduction in materials used in the substructure.

Lean design places a renewed emphasis on optimum sizing, without unnecessary redundancies or capacities.The project ensured that GSK and ViiV Healthcare were able to make enough product to continue clinical trials, and were able to make the required regulatory submissions to the FDA and CHMP.. Understanding use and creating an improved environment.

Our Design to Value approach, and fascination with data, and understanding processes and uses of buildings, as at Parma, often leads to solutions which are focused on highly efficient design, and the optimum solution for the end user.. Bryden Wood have worked closely with Circle Healthcare on many projects, including their Reading and Birmingham Hospitals.In these projects, Bryden Wood strove to understand the clinical practicalities of the hospital, balancing many stakeholder needs.

At Circle Birmingham, as in any hospital, the key project was excellent and efficient patient care, and Bryden Wood’s approach was to make this as easy as possible for the staff, while creating a welcoming, beautiful environment for patients.This could only be done through constant stakeholder engagement, review and reflection post occupancy.. At Circle Reading, post-occupancy interviews revealed the benefits that engagement provided, while also allowing information for future projects on what worked particularly successfully, and what perhaps needed improvement.