There’s a noticeable shift happening in the way the public sector approaches social value. It’s not just about measuring outputs or meeting procurement criteria anymore. It’s about embedding social impact into the heart of every project, and recognising the vital role SMEs and VCSEs play in making that happen.

At ArchTam, we’re proud to support this change. Through our Sustainable Legacies strategy, our work with public sector frameworks, and direct partnerships with local enterprises and community-led organisations, we’re helping clients turn ambitions into action. And the conversations at UKREiiF confirmed what we are experiencing: this shift is only accelerating.

Social value: no longer a tick-box

At UKREiiF, social value wasn’t a side conversation – it was centre stage. From panels on inclusive growth and procurement reform to deep dives on place-based development, the message was clear: social value is no longer a “nice to have”, it’s a core measure of success in public infrastructure.

ArchTam’s panel discussion, ‘Collaboration for Growth and Social Impact’, highlighted the need to align social value outcomes with local priorities. But this wasn’t just our voice. Across UKREiiF organisations such as local councils, health trusts, and combined authorities reinforced the importance of early engagement, joined-up planning, and long-term thinking.

It’s a message that resonates with how we work – embedding social value from the very beginning of a project, not retrofitting it later.

SMEs and VCSEs: from supply chain to strategic partner

One of the most energising parts of UKREiiF for me was the growing recognition of SMEs and VCSEs as not just part of the supply chain, but as co-creators of impact.

At ArchTam, we’ve seen this first-hand on projects such as the Northumberland Line, where we’ve worked with regional SMEs to deliver outcomes that extend far beyond the build. ArchTam awarded over £1.5 million of SME spend on the Northumberland Line, supporting small businesses and social enterprises, creating new jobs in the area, and delivering skills-based social value aligned to regional needs.

The public sector is increasingly aware that to unlock this kind of value at scale, we need inclusive supply chains – ones that proactively engage SMEs and VCSEs and empower them to contribute meaningfully, not just fill subcontracting roles.

Building skills, building futures

Another standout theme from UKREiiF was the focus on skills and inclusive employment – not just as a workforce issue, but as a core pillar of social value.

One highlight was hearing from Morgan Godden, a Graduate Environmental Consultant at ArchTam, who spoke on our panel about her journey from the ESG Launchpad – a joint initiative between ArchTam and VCSE The Land Collective – into her current role. Morgan’s story shows what’s possible when we invest in the next generation, especially young people from underrepresented backgrounds.

This kind of work doesn’t just shape individual futures, it builds long-term sector resilience, and SMEs and VCSEs have a vital role to play here, offering placements, apprenticeships, community outreach, or mentoring as part of their social value contribution.

Looking ahead

UKREiiF 2025 made one thing clear: we’re entering a new era for social value. It’s more embedded, more strategic, and more impactful – and SMEs and VCSEs are absolutely central to delivering it.

At ArchTam, we’re committed to building inclusive, purpose-driven partnerships that leave a positive legacy. That means creating space for SMEs and VCSEs to thrive. Learn more about how we partner with SMEs.

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Leesa Zerban is the sub-sector lead for the corporate real estate sector and leads a team of 40 specialist project managers in London with a specific focus on the London fit-out market. She has considerable experience in delivering corporate fit-out projects and programs for global clients.

After spending over a decade in the Middle East working on new build construction and commercial projects, Leesa returned to the UK. Since then, she has successfully led major programs for HSBC, Lloyd’s Banking Group and National Highways.

Leesa is a prominent and very active voice within the UK and India business community. Shortly after joining, she quickly became an active participant and a lead in the London Women’s Network, which has 150 members and where she quickly found great support. Her passion for this group resulted in nomination and appointment as the chair of the Gender Alliance Employee Resource Group for Europe & India. In this role, she champions inclusivity and equity, promoting best practices across teams and broader business operations.

Tell us about what inspired you to join the industry.

Growing up, I was very aware of the building industry since many of my family members worked in the sector. Initially, I planned to focus on law and take a different direction, but my early exposure to the industry sparked a passion that I couldn’t ignore. Once I set my mind on it, my family helped me identify an educational path that offered the broadest opportunities in the sector, even though I wasn’t sure what I wanted to specialize in at the time.

I was inspired by a passion for listed buildings — buildings, objects or structures that have national importance in terms of their architectural or historic interest — and a commitment to improving and extending their lifetimes. My academic path began with a degree in building surveying, as this degree seemed like the best option to gain a broad knowledge profile. Studying at the University of Brighton, England, provided me with a strong foundation in project management, cost management and building surveying.

After completing my studies, I spent a year in the UK before moving to the Middle East for a decade. The opportunity to work internationally on major projects motivated me to advance in the industry and highlighted the growth opportunities available within the building sector.

My initial focus on building surveying naturally evolved into project management, reflecting my strong interpersonal skills and ability to lead teams effectively. Over time, I discovered a passion for tackling complex project management challenges and thriving under tight deadlines to deliver exceptional value to clients.

What are the biggest issues currently facing the fit-out sector?

As someone deeply involved in the London fit-out market, I can tell you that this sector is currently navigating several significant challenges. These issues are shaped by a combination of economic pressures, environmental concerns and evolving work trends.

Firstly, supply chain disruptions have been a major hurdle. Brexit, coupled with global issues and the volatility of the UK economy, has severely impacted material availability. This has led to increased costs for both materials and labour. As a result, project delays or scaling back have become quite common.

Another key challenge is the shift towards hybrid working. This trend is now firmly established and has specific requirements. Modern businesses are seeking flexible office spaces that cater to a variety of work styles, including collaborative areas, quiet zones, and remote-friendly setups. Meeting these diverse needs is crucial for attracting and retaining talent, and it requires a thoughtful approach to office design.

Sustainability is also a growing focus in the fit-out sector. Corporate organizations are increasingly aiming for high sustainability targets, driven by both regulations and corporate goals. This means designing energy-efficient spaces that consider carbon footprints and embrace the principles of the circular economy and reuse. This trend is expected to grow as businesses work harder to fulfil their environmental responsibilities.

Navigating these challenges requires a strategic approach and a deep understanding of the market dynamics. By staying informed and adaptable, we work closely and thoughtfully with our clients to achieve their goals despite these obstacles.

Tell us a story of how your work positively impacted the community.

One of the most rewarding aspects of my work at ArchTam is the ability to positively impact the community through our collaborative approach. By working closely with specialists in cost management, building engineering and sustainability, we can offer comprehensive solutions that drive meaningful change.

In the fit-out sector, one of the biggest challenges we face is reducing whole life carbon emissions. The short-term nature of office tenancies often leads to frequent strip-outs and replacements, which significantly contribute to carbon emissions. Unlike other construction sectors, there are currently no stringent requirements driving carbon reduction in this area.

To tackle this, our cross-disciplinary teams — specifically my cost and sustainability colleagues — work together to support clients in focusing on reuse over full replacement.

We address carbon reduction through three key stages: First, we collaborate with clients to make strategic decisions on retention and reuse. Second, we choose systems that use considerably less embodied carbon. Finally, we carefully select components and reduce material usage where possible.

By adopting this approach, we have seen real results and increased interest from the sector. It’s incredibly rewarding to influence the sector positively and work collaboratively towards a common goal. The decarbonization of the fit-out sector is a collective effort, requiring the participation of clients, manufacturers and service providers alike. Together, we can drive meaningful change and create a more sustainable future.

Share a piece of career advice

My career advice is rooted in my extensive experience and passion for the building industry. I emphasize the importance of gaining practical experience early on. “Get your boots on the ground,” I advise, encouraging shadowing or placement opportunities to see if the industry is the right fit. Working throughout my degree provided me with valuable insights that were instrumental in my career.

For women entering the sector, I highlight the importance of finding a safe space surrounded by like-minded, career-progressive individuals. It’s especially critical to have strong role models, both men and women, who can encourage, support and promote you. I credit my own mentor for much of my success and now pay it forward by guiding others. I believe in listening rather than giving advice, fostering long-lasting relationships with those I support from various regions, including the UAE.

I also advocate for working in different environments and countries. It’s a phenomenal learning experience that can significantly enhance career progression. Exposure to different cultures and working styles broadens one’s perspective and skills.

My key piece of advice is to “take opportunities, not risks.” By finding strong role models and becoming one yourself, you can create a supportive network that will help you navigate your career. My journey underscores the importance of practical experience, embracing opportunities, and building a network to grow and succeed in the building industry.

Read the latest on low carbon office fit-out cost model.

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Workforce needs

If one thing is certain in the aftermath of the pandemic, it’s that nothing is certain, with polls on workforce trends providing contradictory information. A recent Gallup poll, for example, suggests that only two in 10 remote-capable workers are expected to be on-site full-time in 2023, down from 60 percent in 2019. And yet, workers are returning to the office. In January 2023, office usage increased in 10 major metro areas, rising to about 50 percent of 2020’s pre-pandemic attendance per Kastle Systems, a key card property management company that tracks office building entries. Still, it’s estimated that fewer than 10 percent of employees are in the office five days a week.

Variability

With the expectations of how and where we work continuing to shift, we are clearly not returning to the same workplace that we left. In the past, developers, landlords, owners and corporations could plan their spaces using a basic metric centered on the premise that workers were present in the office according to the standard five-day work week. While workers are returning to the office, attendance numbers and specific days vary — even from week to week — which makes planning for a returning workforce even more challenging. The one constant is there is no one solution that fits all. Instead, there are variable scenarios tied to an assortment of new workforce trends that can accommodate nearly every office environment. 

Flexibility

This is where flexibility comes in. There is not one solution for all real estate portfolios, for an office building with multiple tenants, or even for one company, as optimal scenarios are driven by business goals, assets and their associated workforces. As a corporate and commercial real estate stakeholder, it’s imperative that you determine and implement flexible solutions that consider potential trends, variability and workforce needs to enable success across the spectrum.

Depending on your position as a stakeholder, you have a wide range of potential scenarios and solutions. For example, developers, landlords, owners and corporations may look at different long- or short-term leasing arrangements providing greater flexibility in occupied space. Alternatively, landlords may find that five years in the future, the office space could be best transformed into an alternative use.

As potential scenarios are further defined, it is important for you not to lose track of the workforce. There are as many perspectives on flexibility as there are workers in an office, with views that can make the difference in who returns to their workplace and for how many days each week. The key may be in developing solutions that address common worker needs — which can vary greatly depending on the company and the industry — ranging from providing onsite services such as daycare to establishing multiple, smaller offices in more convenient locations.

We routinely employ scenario planning and predictive analytics to develop processes that bridge the gap between business, people and the built environment. This level of engagement enables us to better understand your workforces, visualize your assets and analyze your real estate portfolios — helping clarify the pros and cons of current and future scenarios and paving the way to make better informed decisions. 

Our professionals recently delivered scenario planning and portfolio optimization services for a global pharmaceutical corporation. Using our planning tools, we analyzed workforce patterns, culture and values while optimizing assets across 4.5 million square feet of space on 11 different campuses.

More and more, we are embedding digital tools such as PreView, SSIM, and ArchTamzero into our planning and analysis, providing for greater predictability and deeper insights in a more rapid manner.

A framework of success

Developing frameworks that allow for rapid scenario analysis is a process, and selecting successful scenarios is a challenge. Working with an expert team of corporate and commercial real estate professionals who understand how to integrate the evolving needs of today’s workforce with critical factors like variability and flexibility will ensure you are making the most of your office portfolio, now and into the future.

Learn about People + Place Advisory (our strategic spaces consultancy)

Learn about Strategy+ (our design-led management consulting studio)

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The conference explored Next Generation Activity Based Workplaces (ABW). I shared an extended case study of SBS’ Agile pilot space in its Artarmon headquarters.

With a background as Australia’s multicultural broadcaster, SBS has a special charter to provide multilingual, multicultural and Indigenous radio, television and digital media services that inform, educate and entertain all Australians, reflecting Australia’s diverse society.

ArchTam has been helping SBS to rethink its workspace to seize the opportunities of media convergence – staff need to be able to work flexibly across content areas and drive multiple platform delivery.

Our SBS client, Manager of Corporate Services Martin Wright, has been leading SBS’ vision of a more innovative and efficient working environment through a period of high-profile budget scrutiny from the Federal Government.

In November, an Australian Federal Government report on possible expenditure cuts at Australia’s two public broadcasters flagged the concept of “variabilising” fixed property costs, suggesting moves by employers to more flexible work practices – and a portfolio of space options that encourage more collaborative consumption of space – might become even more of a priority.

Flexible work practices should be taken up more broadly in the public sector in Australia, where we lag well behind the UK civil service and the US General Services Administration. It was good to see representatives from the Department of Finance and the Department of Prime Minister and Cabinet paying close attention at the ABW Conference.

SBS’ Agile pilot is an island of raw, experimental energy in its Artarmon building. It looks, feels and sounds like a creative community. All work points are shared, and a wide range of options beyond the desk give staff plenty of choice of where to focus or collaborate.

New laptops, headsets and the wireless presentation screens were all part of the IT upgrade to enable mobility. It’s just celebrated its first year in action, and ArchTam’s Strategy Plus team has completed a post occupancy review of the pilot to understand how it is performing and to build an evidence base that shapes how its workspace develops from here.

The review process included interviews, workshops and onsite observations. It also revisited the previously completed online survey and space utilisation study. The review calibrated the performance of different work settings; while the establishment of sit-stand desks was popular, the ‘grassy knoll’, in contrast, was seen as a design folly that failed to meet comfort basics for viewing content over extended periods. The feedback was clear on what worked, and the evidence we gathered on the ‘workarounds’ confirmed where the change process required more attention.

Images: Design by Hassell, Photos by Nicole England

As we were putting the presentation together, Martin commented that the pilot review process has given him a solid foundation for future development. In much the same way the initial strategic brief for the space framed the design and implementation process, the pilot findings are now setting up the next evolution of the Agile program.

One key change is the need to give work groups the security of a location, but not the ownership of a desk.

SBS wanted to promote collaboration and crosspollination between different work groups in the pilot, so no team neighbourhoods or home zones were put into place throughout it. However, the feedback from participants was that it was more important to be within ear-shot of your primary colleagues than to work alongside people in other teams.

For SBS, the point of the pilot was to take some risks. It needed to trial new settings and new behaviours and, most importantly, set up a feedback and learning loop for the next stage of the public broadcaster’s accommodation story. If you’re not scoring an epic fail in some part of the space or the process, then you’re probably not pushing hard enough beyond the frontier of the organisation’s comfort zone. Pilots let you test these risks before the size of the capex starts to rule them out. And the nature of a building project – long lead times and extended delivery – means that any major new accommodation project needs to position the organisation for where it needs to be, not where it is now.

Sue Wittenoom (sue.wittenoom@archtam.com) is a director of ArchTam’s Strategy Plus practice in Australia. Follow her on twitter @swittenoom

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Urbanism, the future of work, and the implications of both for real estate were top of mind when the Strategy Plus team hosted a Think+Drink event in ArchTam’s San Francisco office earlier this month. The “thinking” portion of the event, attended by more than 50 guests, centered on a lively panel discussion.

The conversation was-wide ranging and touched on some unexpected topics such as the surprising uses Houstonians find for their city’s parking lots. Panelists Neeraj Bhatia (architecture professor at California College of the Arts), Alexa Arena (senior vice president at Forest City), and Andrew Laing (global practice leader, StrategyPlus, ArchTam) also debated more practical topics, ranging from the influence of the tech industry on work patterns (especially relevant for those of us in the Bay Area), to the reality of workers using the broader city as a workplace.

Some of us on the team were intrigued by one topic in particular: the role of suburbs and what their status means for future cities. The debate centers on whether suburbs (particularly those in the United States) are declining and only arose relatively recently as an anomalous urban development pattern, or, as some argue, represent a natural advancement in city planning and show no sign of going anywhere. Considering the stakes for urban infrastructure and real estate over the next 20 years it’s surprising that a scan of the literature finds this debate unresolved. A trend one way or the other would dramatically impact the look and feel of future cities, not to mention the ways future citizens of these cities will live and work.

For this post let’s consider a possible future that bends toward one side of the spectrum. Imagine a 2034 in which migration to urban centers has continued steadily for 20 years. New semi-urban communities with their own walkable centers have sprung up around existing city centers. Overall density has increased significantly as people prefer to live relatively close to their friends and colleagues. The people of these cities buy fewer cars to avoid inadequate infrastructure, preferring instead to use public transit and buy transportation on an as-needed basis. They live in smaller dwellings, and instead of a daily commute routine to the same office, they purchase a variety of work services depending on given day’s workstyle need. Technology has not replaced the need to interact with associates in person, but instead has augmented and supplemented those interactions.

A trend in this direction would mean a rethinking of strategy for real estate developers. Instead of leasing large office blocks to single-use tenants, city blocks would be broken up into smaller leases and building types tailored to a broader range of functions. Imagine mixed-use development on a new scale and with a new level of connection to the city. Forest City’s 5M project speaks to this future. They’re already partnering with thousands of organizations and individuals and throwing thousands of annual events as they embed themselves into the community at the beginning of a multi-phase development. The development sprawls across a San Francisco city block. It makes use of existing buildings, includes plans for new construction, and focuses on activating adjacent streets and alleys.

Growing urban populations and new trends in real estate development provide powerful arguments on one side of the suburb debate, as in Forest City’s 5M development.

Whichever direction the future trends, today’s suburbs may be the bellwether for U.S. cities. But in truth, the trend may be well underway in high-growth cities around the world such as Tokyo, São Paolo, and Mumbai. Will the global trend towards urbanization continue? If so, which city will be the U.S. poster child? Do mega-cities in other parts of the world show us a window into the future for U.S. cities? The debate continues and we look forward to exploring the possibilities with you. Let us know what you think!

Devin Harvath is a design strategist with ArchTam’s Strategy Plus practice in San Francisco.

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Mainland Chinese investors form a sizable slice of this growing pie. ArchTam’s latest Market Pulse publication, which provides analysis of building activity and construction tender price trends, showed that Chinese investors, long active in the residential property space, are increasingly focusing on the commercial property market. AUD$871 million of Chinese direct investment in commercial property in 2013 compared to just AUD$17 million in 2007 paints a pretty clear picture.

It’s easy – tempting even – to assume the steady stream of announcements pertaining to Chinese investment in Australia will continue. As speculation continues as to whether China’s own internal property boom is on the wane, why shouldn’t it instead focus on acquisitions in Australia’s cities?

It’s easy to assume, yes, but dangerous too. A stable political climate and security of title are certainly advantages, but they alone aren’t enough to ensure Chinese investment continues at such rates. Businesses in Australia need to evolve to reflect changing needs on the part of potential Chinese investors.

In many ways, it’s a two-way street. There’s great opportunity for all parties to benefit from new ways of doing business, of forming partnerships based on mutual trust and understanding, where high-level guidance on the opportunities and big-picture plans in different regions are presented clearly, regularly, and honestly.

I recently attended a function at ArchTam’s Brisbane office, hosted by The Property Leaders Association. The event looked at the impact of foreign investment in Brisbane, a city that’s been labelled “Australia’s New World City,” and a city that will welcome everyone from U.S. President Barrack Obama to German Chancellor Angela Merkel during November’s G20 summit.

Industry leaders joined Chinese Consul-General Dr. Zhao Yongchen and Brisbane Lord Mayor Cr. Graham Quirk for a wide-ranging discussion that, among other things, explored what Brisbane has to do to continue developing as an attractive investment destination for Chinese property developers in particular.

The idea of the city further strengthening its strong cultural identity was raised several times. Brisbane is and will remain an attractive investment destination because of its burgeoning reputation as a regional powerhouse in technology and innovation, mining and resources, tourism and higher education.

In short, cities become attractive for investors when they play to their strengths or, to put it another way, when they don’t try to be things they’re not. The same can be said for businesses wanting to partner with potential Chinese investors; those that play to their strengths, without pretense, stand to form meaningful, productive and, ultimately, mutually-rewarding relationships.

We could see that last month, when we held a breakfast briefing for developers in our Sydney office at which a colleague presented ArchTam’s views on the potential development opportunities in and around Sydney resulting from Sydney’s Draft Strategic Plan. This was attended by a number of Chinese investors.

The type of open, two-way communication seen at these two recent events is something we‘ll see more of. This sort of partnering demonstrates both how Australia’s property sector has evolved, and an acceptance that, in the Asian century, how Australia engages its neighbors in the Asia-Pacific in a business sense will make all the difference.

Alan Baker is ArchTam’s managing director, Program Cost Consultancy, Australia + New Zealand.

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The Symposium brought together the full lifecycle of academia – design students, PhDs, lecturers and professors – and an incredibly diverse range of practitioners – architects, engineers, BIM modellers, and conservation planners – even facility managers. The conference themes covered Utzon’s humanist philosophy and dedication to a collaborative design process, the transcendent poetry of epic architecture, transcultural influences in Utzon’s work, the dilemmas of living with and adapting world heritage with the focus question across all fields being “what would Utzon do now?”

The papers ranged from technical (water proofing ceramic façade glazing units/orientation and daylighting in Utzon’s houses) through to incredibly personal and sometimes viciously political (testimony from Utzon’s colleagues, friends and family, recounts of the process to select the design, defending the completion of the building by Hall Todd and Littlemore.)

The organisers where keen to extend Utzon’s thinking, and rather than just viewing Utzon’s contribution from an historic perspective, engage with contemporary and future discourse across architecture and urbanism. ArchTam submitted two papers addressing the city-making theme. James Rosenwax looked at the development challenges of Western Sydney, and Andrew Laing and I offered a perspective on how the changing workplace is reshaping our cities. We set out five propositions for the emerging workscape that recasts the office as an urban proposition, rather than a private arrangement:

• Use less space
• Share the space you have
• Look for permeable precincts
• Celebrate in-between spaces
• Plan for events and experiences.

See the illustrated paper here.

In 2014 people really can work anywhere, anytime. They have more options to choose from. The organisations that they work for are rethinking how much space they need. They’re questioning the purpose it serves, how it should be organised and what skills are needed to help it thrive.

Many players in real estate in Australia are in denial about the fundamental shifts that face the sector. Supply-side industry commentators continue to promote the view that flexible work practices are just the latest design trend, and pose no real threat to the take-up of commercial office space.  I’d be happy to debate them anywhere, anytime!

Sue Wittenoom (sue.wittenoom@archtam.com) is a director with ArchTam’s Strategy Plus practice in Sydney.

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