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Office to Lab: 12 conversion challenges & how to overcome them

Time: 2025-10-09 00:13:19 Source: Author: Ultimate Hair Dryers

We do need to ensure our long-term solutions for storing spent fuel are fit for purpose, but we will only have the time to worry about that if we tackle the immediate climate crisis.. As such, although nuclear energy itself isn’t technically renewable, we can be confident of the fact that it is a flexible, clean energy source already known to complement renewables well, and which can be used to create a reliable power grid.. 8.

It’s a bit more subdued,’ Obinna Ihejetoh says, ’it feels more real, a bit more like London.’ I ask them about their favourite aspect of the building and in addition to the atrium and cafe, it’s actually a detail that’s a real nod from one architect to another…‘I love the view as you walk down the canal and the building is warped into the Westway,’ says Shaun.‘The canal curves one way and the road sweeps dramatically in the other direction.

Office to Lab: 12 conversion challenges & how to overcome them

It’s just so beautiful in an urban way.’.Khalifa adds, ‘We’re really young in our profession and are forever learning, so it’s great to see how Bryden Wood have dealt with the Retrofit sympathetically.It’s great to see how they have attempted to do things we wouldn’t have thought of.’.

Office to Lab: 12 conversion challenges & how to overcome them

THE BRYDEN WOOD PERSPECTIVE: PAUL O'NEILL.When embarking on the project to reimagine and develop the building into Great Western Studios, we knew ‘the constraints of the build would be its making,’ says Bryden Wood Board Director, Architecture,.

Office to Lab: 12 conversion challenges & how to overcome them

The aim was to create a great building that would respond to its context/environment and that is certainly what Bryden Wood have achieved.

The initial challenges posed by the building’s proximity to the Westway and Grand Union canal, as well as the limited site space for construction, have birthed a space of both aesthetic and functional dynamic, equally capable of fulfilling its practical goal of providing creative office spaces to West London creative businesses..Maria says that currently, working at Bryden Wood has allowed her to ‘focus on the core of her interest,’ where she is actively engaged in pushing the boundaries of data-driven design.. For the past twelve months, Mamoura has led the development of the company’s ‘Rapid Engineering Model’ (REM), which Board Director Phil Langley describes as ‘a radical and disruptive new approach to automated design for Highways England, developed by Bryden Wood Technology Ltd. for the Smart Motorways Programme (SMP).’.

Assembled from a range of different technologies, rather than a single piece of software, REM is ‘digitally driven and collaboratively enabled,’ comments Langley, which means that ‘SMP schemes can be designed automatically - in a much smarter and faster way.’.Langley commends Maria’s role at the helm of the multidisciplinary project team, comprising a diverse range of specialists from architects, engineers and computational designers, to GIS specialists and other software developers.

‘This requires not only a deep understanding of many different design disciplines and digital platforms,’ he says, ‘but also a considerate approach to organising and managing diverse team members, who all benefit from Maria’s technical rigour and creative outlook, which has helped build a unique, rich and inspiring project.’.Maria credits her individual ‘way of thinking,’ taking initiative and pushing projects in ‘a more ambitious direction,’ as the primary factor behind her success at Bryden Wood.. ‘As a matter of principle,’ she says, ‘I weigh creativity and innovation far above a task-based approach to work and my key contribution comes through bringing all these elements together in one piece.’ Whilst Mamoura is acknowledged as a natural leader, she appreciates the importance of teamwork and expresses her belief that the first point of importance is actually, ‘respect to the individuals,’ and an ‘understanding that everyone is unique.’.

(Editor: Budget Stabilizers)