This established education sector specialist was transformed following a management buyout, embracing innovation and a people-focused culture, as Kim Neville reports.
Founded in Nottingham in 1997, CPMG has undergone a profound transformation, accelerated by a pivotal management buyout in 2011. Richard Flisher reflects on the evolution: “Our reputation was already strong in Nottingham, but one of our long-term goals was to expand into new regions, enabling us to be closer to a wider client network and to tap into the talent pool in major cities such as London and Birmingham.”
Since the MBO, the firm has navigated its fair share of challenges as it grew, so staying flexible and open to new opportunities has been essential. Flisher explains that being better “meant gaining as much experience as possible and trying to do things differently.” A result is expansion into new offices, including in China.
The first priority after launch was maintaining stability, as the fallout from the financial crisis of 2008 was still being felt. Flisher reflects on a seminal securing of a project to design Campsmount College in Doncaster, the first school procured under the Conservative Government following the James Review of school building: “We knew at the time it was a big project win, but we weren’t aware that the school building sector would turn into our largest area of work. They had done education projects previously, but that one win “led to many bigger and better things.”
Following the MBO, the firm set about assembling a new board with a strong ethos centred on becoming a people-centric practice. Flisher explains: “For us, architecture is primarily a social science because without people, architecture means nothing.”
The pandemic produced another set of challenges for the firm, and they decided to relocate to another Nottingham HQ bringing cost savings and enabling a hybrid working pattern. Flisher says it was a ‘bold’ decision, but they “haven’t looked back since.” This, he believes, gives the firm a balanced way of working. While still encouraging people to be in the office to enable a collaborative learning environment, he feels it allows staff to maintain a good work-life balance, enhanced by remote working. Flisher explains: “As a professional services environment, I’m confident that a blend of office and home working can be effectively maintained.”
The London studio is nearing capacity due to the practice’s continued growth, and the Birmingham office has just moved to new larger premises. Flisher sees this as evidence that the company’s philosophy and hard work are paying off. Hybrid working led to a transition from in-house servers to a cloud-based system.
International expansion brought a new set of considerations; the firm needed to minimise financial risks, including finding the right personnel to head the venture. Flisher says:
“When we opened our studios in London and Birmingham, existing staff relocated and took their understanding of the practice with them, but it was always going to be different in China.” The firm managed this by establishing a strong working relationship with Amy Zhao, the manager of the Hangzhou office, as well as through exploratory trips to the country. He enthuses: “Design is an international service and can take you anywhere. We are also fortunate that British design travels well and is always held in high regard.”
CPMG is particularly strong in schools and healthcare facilities but also has extensive experience across a range of sectors. The firm’s core services remain architecture and interior design, yet it has recently expanded its expertise into sustainability, BIM and workplace consultancy; a “snapshot” of innovation, says Flisher.
He adds that strong management is essential to ensure its mission of people-focus and diversity: “Thankfully, we’re in good hands.”
Design approach
CPMG doesn’t conform to a specific design signature but aims to foster a perception of their work where their projects are recognised for being people-focused, as well as being driven by sustainability. Flisher explains, “Whether it’s the materials we choose or the way that buildings harmonise with landscapes, our approach always seeks to involve innovation and we’re proud to have many landmark projects in our portfolio.” This is evidenced by the firm’s groundbreaking, operationally carbon neutral Watermead Business Park project, completed in 2012. The project exemplified the desire for ‘building better’ and has been a springboard for a succession of successful CPMG office projects.
Flisher reflects: “While projects like this are designed around technical decisions to enable a reduction in carbon emissions, it’s also vital to us that the environment which is created offers a healthy amount of daylight, airflow and social interaction.” The practice uses this methodology across all project types and takes great pride in influencing how environments are shaped.
The firm adopts a consistent approach to learning initiatives, which internally is seen as very important. This has enabled CPMG to transition to new sectors. As Flisher explains, “We have broadened our knowledge and shared ideas throughout the practice, which have helped improve our projects beyond just the education sector.”
The company’s approach to client collaboration is fundamental and in-depth; he says they work on a case by case basis, listening and gathering an understanding of what makes each one ‘tick.’ Flisher explains some of the differences: “Some prefer to grow together and share learnings through the process, while others see each project as its own challenge and can remain focused almost entirely on the speed at which we can respond.”
The practice takes an active interest in adopting AI technologies, using them to elevate routine tasks such as improving text and saving time on desk-based research. Flisher adds: “However, we’re also using it in design work and are delighted to have an award-winning AI designer – Part 2 architectural assistant Qasim Iqbal.”
The firm views awards as a great platform for recognising hard work and success, but for Flisher, it’s the process, quality of work, service, and also economic sustainability that matters most. He adds, modestly: “As well as enhancing our reputation and growing into new regions and sectors, just staying in business is an achievement worthy of reflection.”
Projects
The practice’s portfolio includes notable projects – one which showcases the firm’s depth of education sector knowledge is the Maritime Academy, a sustainability pilot scheme for the Department for Education. It comprises a sixth form entry secondary school for 1,150 pupils (900 school pupils and 250 sixth form). CPMG placed users at the forefront of the design with health and wellbeing at the heart of the proposal. The building has strong visual and physical connections to a rich external landscape, with enhanced biodiversity and excellent levels of comfort for occupants. But, as Flisher adds, “there are lots of different needs that must be accommodated with a project of this size and complexity.”
A favourite project of Flisher’s was the award-winning British Sugar headquarters in Peterborough, completed in 2018. Flisher fondly reminisces:
“Our design lets the floor space be flooded with carefully controlled light and fresh air.” It’s a “very structured,” building, with a lower floor focused on social interaction and collaboration, and study areas above. On the upper floors, there is also a graduation from collaborative spaces around the atrium to quiet working areas at the perimeter, next to the glazing and views out. 400 glass external louvres are fitted to the elevations, which track the sun and control internal light levels, their appearance changing throughout the day. Flisher says this project exemplifies best practice design for wellbeing: “I’m excited to be in a position to improve the way people interact with different spaces; some examples like this particularly stand out.”
Future plans
CPMG has been able to navigate current economic challenges partly thanks to its relocation to a the new office before the business cost rises of recent years. He notes: “We’re enjoying lower running costs while things have been getting more expensive.” Productivity remains a future challenge, but the firm continues to invest in IT solutions and AI innovations to maximise it.
Looking ahead, the practice sees biodiversity net gain and embodied carbon as key areas for training, investment, and innovation, and the firm is also putting substantial focus into the energy sector. Flisher says: “A significant amount of new infrastructure is required, and forward-thinking architects are going to make a big difference on whether projected growth is achieved or not.”