Barbara Hicks

Originally published in High-Profile Monthly. By Alvaro J. Ribeiro

January 25, 2017 – Renovating and repurposing a building can involve several factors: preserving existing features, updating building infrastructure, and energizing spaces for their new use. Warehouses offer their own challenges, especially “legacy” buildings that have long become obsolete. An antiquated warehouse in a high-profile location on Quincy’s Squantum Point is emerging as a modern, energy-efficient, and state-of-the-art global distribution center for Boston Scientific Corporation.

As worldwide demand grows for medical devices, the expansion and modernization of Boston Scientific’s global logistics center is an important milestone for the company and the state of Massachusetts. Boston Scientific Corporation, a worldwide developer, manufacturer, and marketer of medical solutions, has located its distribution center in the north building of the vast warehouse complex on Squantum Point since 1997. Located on the Neponset River and visible from Interstate 93 on approach to Boston, the buildings formerly served as warehouses for department store Jordan Marsh & Co. Seeking to expand and modernize its logistics — as well as deepen its roots in Quincy, Boston Scientific is now consolidating all of its operational and distribution functions into a new global distribution center in the south building on Squantum Point.

Half of Boston Scientific’s global product manufacturing, including medical device products such as life-saving stents, will come through this 24-hour distribution facility housing approximately 400 employees. Comprising 60,000sf of office space and a 550,000sf customer fulfillment center, the sustainably designed building will seek LEED Gold certification for existing buildings and features an energy-efficient “smart technology” conveyor system in the distribution center that only operates when a package is detected on it. Boston Scientific selected Margulies Perruzzi Architects (MPA) to design the interior fit-out and building envelope renovations to the state-of-the-art facility, which is expected to be complete in June 2017.

MPA inherited legacy building conditions that guided the repositioning of the warehouse and the development of the open office floor plan. Different weight-bearing capacities of the existing building’s slab limited the location of major building functions such as the warehouse and its accompanying storage. The interior office space was brought up to the Boston Scientific Global Workplace design standards that are being deployed around the world, including global headquarters in Marlborough, Mass. Like the headquarters, branding appears throughout the workspace, highlighting Boston Scientific’s products and patient stories.

The large south building features a unique, L-shaped footprint, so MPA stretched the office spaces along the building’s edge to distribute natural light throughout the office. Different corporate functions occupy each of the L’s wings, maximizing operational efficiency from the unique layout. To enhance the employee experience in the new building, Boston Scientific chose a variety of high-end amenities. As the jewel of the building, the roof terrace adjoining the full-service corporate dining facility offers stunning views of downtown Boston and Squantum Point and provides a compelling amenity for employees.

MPA’s design has repurposed the exterior skin and infrastructure of an antiquated warehouse building into an attractive, energy-efficient, and natural-light-filled office and distribution facility. By incorporating new technologies in logistics and providing an amenity-rich and sustainable work environment, Boston Scientific is investing in the future of this facility in Quincy.

Alvaro J. Ribeiro, AIA, is a senior architect at Margulies Perruzzi Architects.

Expanded and renovated facility to increase hospital’s outpatient capacity by 21,000 visits per year

BOSTON – Jan. 17, 2017 – Margulies Perruzzi Architects (MPA), one of Boston’s most innovative architectural and interior design firms, announced today that it has completed the expansion and renovation of Spaulding Rehabilitation Hospital Cape Cod in Sandwich, Mass. MPA designed a two-story, 6,230 SF addition and renovated 12,800 SF of space in the existing 60-bed inpatient rehabilitation hospital. The expansion of the 76,900 SF hospital addresses space constraints, enhancing accessibility and preparing the hospital to meet projected demand for outpatient services as Cape Cod’s population ages.

As the Cape’s only rehabilitation hospital, Spaulding Cape Cod (SCC) provides advanced rehabilitation care to help people transition to home following illness, injury or surgery. It’s the only acute rehab provider on the Cape, and its hospital-based outpatient center includes an innovative array of specialty programs, including many serving the geriatric population. Cape Cod has one of the largest concentrations of senior citizens in the country, and the number of residents age 65 and older is predicted to more than double between 2015 and 2030. These residents will have increasing needs for rehabilitation services and Spaulding’s unique expertise as they age. Currently, SCC’s staff care for about 1,100 inpatients and provide more than 100,000 outpatient therapy and physician visits annually. With this expansion, SCC will increase its capacity to provide 80,000 additional therapy visits and 10,500 additional physician visits over the next five years.

“By bringing advanced rehab expertise to the Cape, Spaulding Cape Cod has made a unique contribution to the health of the community since opening 21 years ago,” said Maureen Banks, president of Spaulding Cape Cod. “Thanks to a beautiful and functional design, we have an enhanced environment of care. This vital resource will be able to meet our patients’ needs well into the future.”

The project expanded Spaulding’s physician services clinic by 33 percent and added two physician exam/treatment rooms and eight new outpatient therapy rooms, doubling the private treatment space and increasing Spaulding’s outpatient capacity to accommodate up to 21,000 more visits per year. A new, multi-purpose room on the first floor will be used for current and planned wellness and education programs and community-based support groups, and a quiet room gives nursing mothers or anxious children a private space to wait for appointments. On the inpatient unit, five treatment rooms were added and a patient/family resource room was created. MPA redesigned the reception area and expanded the lobby, registration, and waiting areas to enhance accessibility for patients with mobility impairments, provide private spaces for registration, and improve workflow. The reception area’s hospitality design includes a curved reception desk with two custom-height counters that allow patients to comfortably stand or sit in a wheelchair at registration.

The expansion and renovation of Spaulding Cape Cod was a complex, multi-phase project that required careful coordination among the clinical staff, design team, and contractors. Phased over 10 months, MPA worked closely with construction manager Columbia Construction Company to sequence construction work, permitting the hospital to maintain normal operations without impacting inpatient and outpatient care. First, the team completed the new entrance and reception “living room,” offering patients and families an exciting first impression and preview of improvements to come. With the completion of the new addition, programmatic elements were then moved to their new location, allowing the team to renovate as well as restore existing spaces to their original purpose. Spaulding Cape Cod communicated frequently with staff, patients and their families about what to expect with the renovation, an effort that resulted in a successfully received project.

Spaulding’s goal for the project was to enhance the patient experience through improvements to the inpatient and outpatient environments. MPA collaborated with Spaulding staff throughout the design process to incorporate workflow enhancements. The hospital’s Patient Family Advisory Council, as well as mobility-impaired patients, provided suggestions for improving the comfort and accessibility of the spaces.

“From the onset of our relationship, MPA understood our culture and goals, and they were very receptive to respecting our existing architecture and what makes us unique,” said Stephanie Nadolny, Spaulding Cape Cod’s vice president of hospital operations. “The designers at MPA listened, asked questions, and consulted our staff about how physical improvements to the hospital could enhance their patient care delivery. MPA’s thorough due diligence in understanding us as a healthcare provider contributed to the success of our expanded facility.”

The project team also included the owner’s project manager Colliers International, civil engineer BSC Group, M/E/P engineer Thompson Consultants, and structural engineer Odeh Engineering.

About Margulies Perruzzi Architects
Consistently ranked as one of Boston’s top architectural and interior design firms, Margulies Perruzzi Architects creates buildings and interiors for clients who value the quality of their workplace. The firm services the corporate, professional services, healthcare, science/technology, and real estate communities with a focus on sustainable design. MPA has designed high performance workspace for Iron Mountain, Zipcar, Boston Scientific, Philips, Cimpress/Vistaprint, Forrester Research, Hobbs Brook Management, and Reliant Medical Group. For more information, please visit http://www.mp-architects.com.

About Spaulding Rehabilitation Hospital Cape Cod and Spaulding Rehabilitation Network
Spaulding Rehabilitation Hospital Cape Cod (SCC) is a 60-bed acute rehabilitation hospital providing advanced inpatient and outpatient rehabilitation to residents of the Cape, Islands and South Shore. SCC is the only provider of hospital-level rehabilitation on Cape Cod and includes outpatient centers in Sandwich, Yarmouth, Orleans, and Plymouth, and a dedicated pediatric outpatient center in Sandwich. SCC is a member of The Spaulding Rehabilitation Network (SRN) and Partners HealthCare. SRN also includes Spaulding Rehabilitation Hospital, its main campus the new 132-bed facility in Charlestown, which is a national model for environmental and inclusive design; Spaulding Hospital Cambridge; two skilled nursing facilities; and 24 outpatient sites throughout Eastern Massachusetts. Spaulding strives to continually update and improve its programs to offer patients the latest, high-quality care through its leading, expert providers. Spaulding Boston is a teaching hospital of Harvard Medical School and the official rehabilitation hospital of the New England Revolution. Spaulding Boston is the only rehabilitation hospital in New England continually ranked since 1995 by U.S. News and World Report in its Best Hospitals survey with a #5 ranking in 2016-2017. For more information, please visit www.spauldingrehab.org.

Media Contacts:
Michele Spiewak
Rhino PR for Margulies Perruzzi Architects
617.851.2618
MPArchitects@rhinopr.com

Carole Stasiowski
Director of Community Relations
Spaulding Rehabilitation Hospital Cape Cod
508.833.4006
cstasiowski@partners.org

Design firm unveils workplace strategy research available on www.mp-architects.com

BOSTON – Jan. 10, 2017 – Margulies Perruzzi Architects (MPA), one of Boston’s most innovative architectural and interior design firms, today unveiled new workplace strategy research to help businesses envision and leverage their workplace to inspire tomorrow’s talent. MPA’s research promotes a design discussion around the workplace as an environment where a company’s greatest assets – its people – come together to invent, produce, create, and improve lives. MPA’s research is available online and as a downloadable PDF at http://bit.ly/2gb3Bw8.

The workspace is an important physical asset within which a high degree of ingenuity and productivity is enabled. There is a clear business objective to creating a work environment that inspires and motivates employees, and it is extremely important for people to see the missions, goals and ideals portrayed in the physical space. While the design solution will vary by industry and company, MPA has learned that the design challenges remain constant. In compiling this research, MPA draws on more than two decades of working with countless companies to help them create the optimal work environment. For a workplace strategy to be prosperous in any industry, businesses must focus on these critical aspects to:

-Inspire creativity with collaboration and technology, support for mobile work, and quiet space;
-Attract and retain talent by creating community, supporting social interaction, and promoting wellness; and
-Enhance mission engagement by crafting an image and increasing brand awareness.

MPA’s workplace strategy research concludes that today’s office environment is a place of industriousness as much as it is a collegial, social setting where like-minded talents share knowledge and innovative thinking. Given how much time is spent in the workplace, workers need a setting that inspires and motivates, and businesses need a setting that inspires productivity. A strategically designed workplace can accomplish both.

Media Contact:
Michele Spiewak
Rhino PR
617.851.2618
MPArchitects@rhinopr.com

Law firm to relocate to 53 State Street in 2017

Boston– December 19, 2016 – Margulies Perruzzi Architects (MPA), one of Boston’s most innovative architectural and interior design firms, announced today that it is designing a new Boston office for national general practice law firm, Rubin and Rudman LLP. MPA is providing space planning and interior design services for Rubin and Rudman’s new 30,000 SF office at 53 State Street in Boston.

Founded almost a century ago, Rubin and Rudman is a full-service law firm with nearly 100 attorneys in Boston, Washington, DC and Cape Cod. Previously located on Boston’s Rowes Wharf, Rubin and Rudman sought a more efficient and improved space that would be able to accommodate their recent, as well as, anticipated growth. MPA’s design maximizes natural light in the space and uses glass walls to promote transparency and a strong visual connection between private offices and workstations. The reception area announces a more modern, yet still classic office, and ushers visitors into the adjacent conference center featuring a suite of conference rooms with servery. The project includes a linear law library and multi-function training center/café.

“It was important to us that our new space provides a comfortable work environment for our attorneys and employees, as well as a welcoming and accommodating space for our clients and guests,” said Laura Long, executive director at Rubin and Rudman. “MPA understands our vision for this new space and our desire for a polished, yet functional design. We look forward to working with them on the design of our new Boston office.”

Rubin and Rudman plans to occupy their new Boston space in September 2017. RDK Engineers is providing MEP services, and Cushman & Wakefield is providing OPM services under the direction of Elizabeth Spath.

About Margulies Perruzzi Architects
Consistently ranked as one of Boston’s top architectural and interior design firms, Margulies Perruzzi Architects creates buildings and interiors for clients who value the quality of their workplace. The firm services the corporate, professional services, healthcare, science/technology, and real estate communities with a focus on sustainable design. MPA has designed high performance workspace for Iron Mountain, Zipcar, Boston Scientific, Philips, Cimpress/Vistaprint, Forrester Research, Hobbs Brook Management, and Reliant Medical Group. For more information, please visit http://www.mp-architects.com.

Media Contact:
Michele Spiewak
Rhino PR
617.851.2618
MPArchitects@rhinopr.com

Originally published in Building Operating Management. By Joe Flynn

December 2, 2016 – Part 1: Technology Changes and Younger Workforce Mean Mobile Options Are a Must
Thirty years ago, it was somewhat of a fantasy that businesses would one day migrate toward a “paperless office.” Much has changed since then. Technology has evolved in ways that have completely altered the manner in which people work today. With the introduction of networking, the Internet, mobile phones, SMS text messaging, and Wi-Fi, the ways — and more importantly the places — that people work are seemingly unlimited.

Technological changes have advanced how we work so rapidly that it has been nearly impossible to adapt our work environments to keep up with the changes. Today, business leaders are closely examining how to best leverage all this technology to maximize the productivity of their employees.

As the Baby Boom generation begins to exit the workforce, those workers are being replaced by younger, more technology-savvy employees who have been raised to effectively communicate in a highly mobile way. They are accustomed to managing tasks and functions wherever they are, and they are comfortable navigating even the most complicated activities through their phones or tablets. This simple reality has motivated many businesses, which were previously reluctant or resistant to considering a mobile work policy, to instead embrace the concept.

Technology informs planning
The biggest challenge most companies face in getting ready for a mobile work strategy lies in figuring out how the workplace is currently utilized. A growing number of businesses provide tracking technologies that enable facility managers to more accurately document how their work environments are occupied throughout the work day. By developing a clear understanding of the vacancy rate of individual work spaces, and the demand on meeting areas, facility managers can create a more accurate snapshot of workplace utilization. That snapshot shows what percent of staff is already working in environments that are not traditional workstations or offices.

Today, numerous computer-aided facility management (CAFM) and data tracking companies offer sensor-based software systems for monitoring the time and duration that spaces are occupied. These systems can help form a critical baseline of information, but they have limitations. Other suppliers have taken an even deeper dive on utilization by developing software that not only tracks workplace usage, but also leverages real time user-supplied data to document the quality and functionality of a particular room. This information helps facility managers understand which types of spaces are in greatest demand — and more importantly, why.

A careful study of how the current work environment is utilized can show how ready a business is for deploying a mobile work environment. Monitoring both the frequency and quality of space use helps to determine the ratio of workspaces to employees that should be planned for a mobile work environment. Identifying how many unassigned seats should be shared is the ultimate goal. A conservative mobile work ratio would be 1 to 2 — one workspace for every two employees. A more aggressive goal for mobility, where 70 to 90 percent of staff are mobile, would lean toward a 1 to 4 or 1 to 5 ratio.

For example, many cloud-based technology companies are carefully studying their utilization rates and drawing the conclusion that a formal mobile work strategy is not only logical, but in sync with their missions and corporate philosophies. Given that so much of their work product is stored remotely, they view their mobile work strategy as one that enables them to optimize their real estate portfolio, expand talent recruitment, and align with their growth trajectory.

The two most common business drivers for considering a mobile work program are real estate and human resources. On the real estate end, if business operations can be achieved efficiently and productively in a smaller footprint, the cost savings is an obvious inducement. From the HR perspective, companies that are committed to a work environment that supports and promotes a higher degree of work-life balance are very appealing to job candidates.

As more work functions and activities become “mobile friendly,” it is easier to appreciate why both management and staff alike would embrace a remote work arrangement. On the business level, it expands their ability to recruit and retain top talent that may not be geographically within commuting distance. On the employee level, especially those working within global corporations with locations in various time zones, it enables them to work productively the hours that are most effective for their functions.

Rethinking the workplace
Most office environments today are not as ready for a mobile work strategy as the younger tech-sophisticated talent they are recruiting. Many companies still maintain a workplace design that is now a 50-year-old paradigm of cubes and private offices. This layout, though functional, does not support a more agile and collaborative way of working. For a workplace to support a mobile workforce, it must reflect a certain innovative vitality. The environment should foster and encourage a fresh way of thinking, and provide a variety of space options that cater to employees’ different work styles.

The degree of change to the work environment relates directly, however, to the corporate commitment to mobility. A business that is willing to launch a company-wide mobile work policy has a very different challenge than a company that has defined only a small percentage of the workforce as eligible for remote work.

Part 2: FMs Should Consider Two Common Mobile Workplace Methodologies
There are two common workplace methodologies for designing a mobile workplace: immersive and connected. While there are similarities, each concept is distinctly different.

The “immersive approach” is designed to support a business model where space is defined within every department to accommodate remote workers. These spaces are designed to be similar to the company’s standard work setting but are scaled down in size to reflect a shorter stay requirement. The idea behind an immersive plan is to place visiting remote staff where they can socially connect with peers when they are in the office, promoting a higher degree of communication and collaboration among teams. Boston-based Iron Mountain, a provider of storage and information management solutions, adopted this approach to enable its mobile workforce to feel integrated with colleagues when in the office. Businesses whose mobile work strategy is driven by unexpected staff growth often deploy this planning model as it is simpler and less expensive to achieve.

When a company introduces a “connected work” program, it is often a response to having a much higher percentage of remote workers. This approach typically reflects an activity-based design model and does not assign traditional work settings for remote workers. The anticipation is that remote workers, when at the workplace, will identify their own space needs based upon the work that they will be accomplishing during their time in the office. For example, if an employee is in the workplace specifically to meet with co-workers, for training, or to work on a special equipment-oriented task, that person may not necessarily need or want a traditional office or workstation to accomplish those tasks.

Philips North America, a health and well-being company focused on healthcare, consumer lifestyle, and lighting, chose the connected work approach when it introduced its workplace innovation model in its Andover, Mass., office. In adopting a completely address-free design strategy, the company empowered employees to decide what type of space was most efficient and desirable for their specific needs. In most cases, a connected work strategy is supported by base staff and technology that enables the reservation of space ahead of time.

Companies with a workforce that is geographically disconnected often develop leasing relationships with shared, co-working spaces such as WeWork, Workbar, and Regus. These facilities provide functionally versatile work environments for remote workers who, when necessary, require more advanced business tools or meeting space than they have in their homes. As the percentage of mobile workers increases, the demand for these types of satellite support spaces has grown exponentially. WeWork alone has 23,000 customers and more than 32 separate locations occupying more than five million square feet. These co-working spaces often engage in a sublease profit-sharing agreement with landlords, which increases their desirability as a tenant.

For the company that chooses to adapt its own work environment to accommodate a mobile workforce, there are several key factors to consider:

1. Preservation of culture. Every business has a certain ethos that is unique to who it is and what makes it succeed. It is critically important that any change to a work environment supports the company’s brand and philosophy. Change of any kind is difficult, and environmental change can be disruptive — or transformative. A well thought out design execution for mobile work space should integrate elements of the business culture through careful consideration of location, branding, and adjacencies to common social spaces.
2. Technology. For a mobile work space to succeed, it must support the way people work, and technology plays a critical role in this effort. At a minimum, a work environment should provide a strong Wi-Fi signal that allows all workers to access the business network wherever they are within the office. Additionally, a successful design should ensure that each workspace be equipped with an easy-to-use digital display. The proper placement of accessible computers and AV-ready conferencing technology will enable both individual and collaborative activity. Not to be neglected is the importance of digital security. Companies with expanded ease of digital access must find the appropriate balance between protection of intellectual property and convenience of use for its employees.
3. Meeting space. Mobile workers, who are not regularly connected to their colleagues, will inevitably want to spend a larger portion of their in-office time reconnecting face-to-face with their peers. To accommodate that, a workspace should support a larger percentage of various sized meeting spaces. While enclosure is optimal for most meetings, it should be noted that not all meetings are of a highly confidential nature. Common spaces, huddle areas, lounges, and dining areas can also serve this function handily if meeting technology is readily accessible.
4. Quiet space. Working in a space that reflects a high degree of interaction or collaboration may support a team-based work style, but it will not provide the necessary environment for task-intensive, concentrative work. A work environment should serve a variety of tasks and work style needs, so small work rooms or “library” spaces should be designated for quiet, heads-down work.
5. Power and connectivity. Mobile workers will enter the work environment with a host of devices such as laptops, tablets, and phones. These tools are essential to the way they perform their work. Unfortunately, most offices are not designed to support charging all these battery-powered devices at once. In order for the space to become truly functional, careful thought should be given to providing multiple charging stations at convenient locations throughout the office.
Mobile work environments, whether designed initially or adapted after the fact, can be highly productive space as long as they are specifically planned to accommodate the unique needs of the staff who will use them. Thoughtful advance utilization analysis and design execution will yield a successful result.

Part 3: Mobile Workforce Raises HR Questions
The obstacles to establishing and implementing mobile work policy often fall under the HR umbrella. Deciding who should and should not be identified for mobile work can often open a Pandora’s box of subjective measurements. According to Diane Stegmeier, CEO of Stegmeier Consulting Group, “determining which or how many staff can work effectively from a remote location, participate in on-campus mobility, or enroll in flexible work arrangements must take into account three primary factors: personal competencies, job role, and social needs.” These factors are universal to almost every vertical market and should be considered in the decision making of an employee’s eligibility for mobile work.

From a work process perspective, companies need to formally change their practice of monitoring an employee based upon day-to-day work habits, and begin to evaluate employees on their work product instead. By shifting the focus from observed to achieved performance, as well as establishing expectations and productivity goals, management is better positioned to evaluate an employee’s mobile effectiveness. This change in thinking is often foreign to most managers, and a certain degree of change management must take place in order to help transition them from more traditional ways of employee evaluation.

Joe Flynn, CFM, LEED AP, is a senior associate and workplace strategist at Margulies Perruzzi Architects. He can be reached at jflynn@mp-architects.com. The firm services the healthcare, corporate, professional services, research and development, and real estate communities.

Developer’s commitment to sustainability paves way for tenant Dassault Systèmes to achieve LEED Gold for interior fit-out

Waltham– December 1, 2016 – Hobbs Brook Management LLC (HBM), a commercial property management and development firm specializing in leasing, construction and development of Class A office space, and Margulies Perruzzi Architects (MPA), one of Boston’s most innovative architectural and interior design firms, are proud to announce that the renovated, multi-tenant office building at 1301 Atwood Avenue at Northwoods Office Park in Johnston, R.I., and the workspace of its tenant Dassault Systèmes, the 3DEXPERIENCE company that provides business and people with virtual universes to imagine sustainable innovations, have both received LEED® Gold certification from the United States Green Building Council (USGBC).

The repositioning of 1301 Atwood Avenue transformed an outdated facility into a high performance and amenity-rich office building with 338,600 SF of Class A office space, and provides for the development of the surrounding 153 acres into the new Northwoods office park. MPA also provided interior architectural design services to Dassault Systèmes, which occupies 90,000 SF at 1301 Atwood Avenue. MPA’s workplace strategists and designers collaborated with the Dassault Systèmes team on an innovative layout and design for the facility.

“Sustainability is one of Dassault Systèmes core social values,” said Suzanne Leblanc, Director, Americas Real Estate and Facilities, Dassault Systèmes. “Our offices in Johnston embrace those values with both sustainable design and on-going green initiatives. We are proud to offer our employees, customers and community a workplace that supports environmental best-practices.”

As both owner and operator of its properties, HBM is committed to delivering high-quality, productive office environments for its tenants, and designs all of its projects to the highest standards for LEED certification. This high standard of excellence contributes to tenants’ sustainability requirements already being in place in the base building, greatly facilitating the tenants’ own LEED certification goals.

“Our previous collaborations with MPA have resulted in several award-winning and sustainable projects that allow us to provide high-quality, Class A office space to our tenants,” said Kevin Casey, vice president and chief operating officer of Hobbs Brook Management LLC. “With 1301 Atwood Avenue, MPA has taken an existing aged structure and completely re-positioned it, designing a vibrant building that fits beautifully into the landscape while maintaining our high standards for sustainability and efficiency. Receiving LEED Gold for this project – and promoting our tenant’s own goal for LEED Gold certification – validates our shared commitment to sustainability and provides another gleaming example for our sustainable building portfolio.”

MPA’s renovation of 1301 Atwood consisted of a complete replacement of the building’s original 1972 exterior and the addition of 30,000 SF to the building’s footprint by infilling the existing louvers with concrete and moving the external walls. A unitized metal and glass curtain wall was designed for the building’s envelope, providing high thermal efficiency and allowing daylight to filter deep into the building’s interior that features large, unobstructed floor plates. Virtually all aspects of the building are now new, with the exception of the pre-stressed concrete beam structure. Sustainable features include:

-40% reduction in water from plumbing fixtures
-31% reduction in total energy usage via LED lighting and control panels
-30% reduction in ventilation exceeding code standards (beyond ASHRAE 62.1-2007)
-85% diversion of construction waste from landfills
-83% FSC Certified Wood of all new wood materials
-Preservation of the 153-acre site’s natural beauty
-Landscaped campus setting with walking path, field of wildflowers, and picturesque pond
-Bike racks and showers for biking commuters
-Car charging stations and carpool parking spaces

As part of the repositioning of the three-story structure, MPA designed three independent entrances, allowing for single or multi-tenant occupancy. The two-story entrances feature abundant natural light and provide inviting, convenient access via elegant monumental stairs. The building features many desirable amenities, including a full-service corporate dining facility with a landscaped deck, a fitness center with showers and locker rooms, a shared 150-seat multi-use conference center, and state-of-the-art data connectivity. In addition to Dassault Systèmes, New York Life is also a tenant, occupying 26,692 SF. Seventy percent of the building is currently leased. For more information, please visit http://www.hayessherry.com/pages/cfFeaturedProperties_Northwoods.cfm.

The 1301 Atwood Avenue/Northwoods project team also included general contractor Dimeo Construction; M/E/P engineers AHA Consulting Engineers; structural engineers Odeh Engineers, Inc.; civil and landscape engineers Vanasse Hangen Brustlin, Inc. (VHB); LEED consultants Richard Moore Environmental Consulting; lighting designers HLB Lighting Design; kitchen consultants Colburn & Guyette; and elevator consultants Lerch Bates. Cushman & Wakefield | Hayes & Sherry is the commercial broker representing the property.

About Hobbs Brook Management LLC
Because the most valuable thing they develop is a relationship, Hobbs Brook Management focuses its efforts on satisfying the individual needs of customers that lease within their parks. A service-oriented provider of Class A business solutions to companies large and small, Hobbs Brook builds sustainably, maintains an on-site facilities management staff, and develops or renovates projects for energy efficiency, LEED certification, and the preservation of the local environment. With portfolios in Massachusetts, Rhode Island, Georgia and Illinois, Hobbs Brook offers competitive amenities, on-site catering and dining facilities, fitness centers, and a full-service conference center available to tenants and the public. Hobbs Brook enjoys a steady occupancy rate in the 90th percentile, and holds firm to the belief that tenants should feel secure, well-balanced and prevalent at work. For leasing options or additional information, please visit http://www.hobbsbrook.com.

Media Contact:
Michele Spiewak
Rhino PR
617.851.2618
MPArchitects@rhinopr.com

Design firm collaborates with long-time developer client on renovation of its own offices

BOSTON – November 8, 2016 – Margulies Perruzzi Architects (MPA), one of Boston’s most innovative architectural and interior design firms, announced today that it has completed the design and renovation of the 40,000 SF headquarters for National Development, one of New England’s largest development companies. National Development and its construction affiliate Cranshaw Construction currently occupy all four floors of 2310 Washington Street in Newton Lower Falls, Mass.

Providing space planning and interior design services, MPA substantially updated the office design and relocated amenities to create an open, modern, and collaborative space for staff. MPA’s design opened the ceiling to brighten the space and used plenty of glass to promote transparency and light as well as a visual connection to the adjacent Charles River. A connecting staircase was designed to unite the second floor with the third floor multi-use café, which features a bar with custom cabinetry and high-top tables along the perimeter of the lounge area. A reclaimed wood feature wall fosters a comfortable, at-home feel, and the use of natural wood, metal, and exposed steel adds to the rustic theme of the building. To allow National Development’s operations to continue during construction, MPA phased the renovation schedule and utilized available swing space.

“Having worked together on several renovations, MPA understands our business and our commitment to creating great places, and our own headquarters is no exception,” said Ted Tye, managing partner at National Development. “It was important to us that National Development evolve its office design to promote better communication and collaboration between staff, and we knew MPA could deliver the open and welcoming space we were seeking. MPA has designed a modern office that we will enjoy for years to come.”

MPA designed the original renovation for National Development’s office in 2005. Over the years, MPA and National Development have collaborated on several building repositioning projects, including the 101 Station Drive office building at University Station in Westwood, Mass. and the medical office building conversion of 200 Unicorn Park in Woburn, Mass.

Cranshaw Construction served as construction manager for the project.

About National Development
For over 25 years, National Development has been one of the most active development firms in Massachusetts. Specializing in mixed-use, retail, multi-family, commercial and senior housing projects, National Development and its affiliates have developed over 28 million square feet of space. For more information, visit www.natdev.com or follow @nationaldevelop.

Media Contact:
Michele Spiewak
Rhino PR
617.851.2618
MPArchitects@rhinopr.com

Originally published in High-Profile Monthly. By Jenna Meyers

October 24, 2016 – The design industry loves buzzwords to describe office design: workspace that is flexible, collaborative, innovative, agile, and sustainable, to name a few. These are popular words in our industry lexicon because they define many of the sought-after trends that have been sweeping the design scene for the last decade. However, over time these words have become so commonplace that their original intentions and meanings have become diluted. One of the best examples of this is the phrase: “workplace strategy.” The concept has received a lot of buzz and research; clients know they need it. But what really is it and why is it so powerful?

Workplace strategy focuses on marrying three important aspects of the modern workplace: 1) applying better space utilization metrics, 2) optimizing real estate costs, and 3) updating an office space to meet current design trends. However, none of that really means anything unless a workplace is designed correctly. Simply put: workplace strategy is first and foremost about people. A company can have the most streamlined business model and the coolest looking office, but if the space isn’t uniquely designed to suit specific employees and the way they work best, then odds are, the company won’t be operating at maximum productivity and efficiency.

Behind every successful company are engaged employees who have all the tools they need to do their job the best they can. Wouldn’t every company like this to be true? Having engaged employees means having a workforce that is excited about the work they do and the company they do it for. For employers, this results in less staff turnover, greater productivity, and increased employee satisfaction. This is why harnessing the energy of a successful workplace strategy is so important.

Take the concept of the open office. It seems like the perfect facility management solution: reducing the number of private offices results in lower build-out and real estate costs, and an open and transparent work environment can help to foster communication and collaboration among staff. Yet, the open office concept is constantly challenged as being distracting and even disruptive, prompting some to point to unintended consequences such as lower productivity and employee dissatisfaction. However, in most cases, it’s not the concept of the open office that is at fault; the error is in the execution and implementation of designing – and preparing people to work in – an open office. To create a successful workspace environment (open office or not), designers need to be attentive listeners to understand how people work, and then design a space that allows them to be as productive as they can.

Case in point: the design of a new North American office for Cimpress, the world leader in mass customization and its well-known brand Vistaprint. Outgrowing its office in Lexington, Mass., Cimpress decided to move to 275 Wyman Street in Waltham and selected Margulies Perruzzi Architects (MPA) to design an energetic workplace that would inspire creativity, encourage employee empowerment, and promote its culture of change. Cimpress’ previous workspace had an ‘open office’-style culture, and the company was keen to evaluate the concept of a 100 percent flexible workspace to improve upon it.

However, after testing several mock-up designs, Cimpress and the design team recognized that due to the technology and infrastructure required, this concept would end up being more of a hindrance for employees. Instead, Cimpress and MPA modified its approach, outfitting each workstation with a sit-to-stand desk for individual flexibility and creating several alternate workspaces such as quiet rooms and open collaboration areas. Cimpress successfully followed the golden rule of any open office concept: if you take office features away – be it private offices or workstation panel height – you must give something back in return. In this case, the addition of several types of quiet spaces for heads-down work helped mitigate the issue of distractions in the open office.

By taking the time to understand its workforce, Cimpress was able to implement an effective workplace strategy that resulted in an office designed with an eye toward talent recruitment, retention and satisfaction – in other words, its people.

Jenna Meyers, IIDA, NCIDQ, LEED AP, is a senior interior designer at Margulies Perruzzi Architects.

Originally published in the New England Real Estate Journal. By Dan Perruzzi.

September 30, 2016 – In 2015, The Davis Companies acquired One Cabot Rd. in Medford, with a vision to transform the office building into a highly attractive amenity-rich environment for tenants seeking a valuable alternative to buildings in Boston and Cambridge. The property’s outstanding location adjacent to the recreational Wellington Greenway path, the Wellington Circle MBTA Station, and close to the dynamic and growing retail and restaurant base of both Assembly Row and Station Landing, positions the building as one of the most convenient and desirable large floorplate office buildings within a ten-minute drive into downtown Boston or Kendall Sq.

In order to reposition One Cabot as a high quality, amenity-rich, and value alternative, The Davis Cos. sought to dramatically revitalize the property – with specific emphasis placed on transforming the cavernous lobby into a better-used and more welcoming space. One Cabot features a full-service cafeteria, fitness facility, abundant power and emergency systems, and a generous parking ratio including 170 executive spaces inside the building.

The Davis Cos. engaged Margulies Perruzzi Architects (MPA) to revitalize the main entrance and 176,000 s/f of core amenities, including the lobby, café/lounge and adjoining outdoor courtyard, fitness center, and elevator lobbies, in this five-story, 300,000 s/f Class A office building. Constructed by Bowdoin Construction, the interior building upgrades to One Cabot were completed in spring 2016 and the exterior façade renovations will be complete in fall/winter 2016. A collaborative spirit among the project team has been key to sequencing construction in an occupied building.

To enhance the modern and urban feel of the building, the redesigned exterior main entrance will include a new glass curtainwall, canopy and paving. New exterior signage, bollards, lighting, tiered planters, and visitor parking will also grace the revamped entry. Inside, MPA transformed the two-story atrium lobby with a dramatically backlit glass feature wall draped behind a wood and metal trimmed reception/security desk, shielding the elevator lobbies and defining seating areas. Product selection was key to create the backlit glass wrapping behind and above the reception desk. A ceiling installation had not been attempted before with the product, and required a commitment by the manufacturer to create a custom support system to fulfill the design intent.

Lobby columns were also re-clad in illuminated and back-painted glass panels, and an electronic central directory at reception provides wayfinding and allows for easy updating. Interior flooring color coordinates with the exterior pavers to create a cohesive transition from exterior to interior. In the elevator lobby, the elevator doors and frames have been re-clad, and the lobby wall surfaces feature back-painted glass and wood. The fitness center also received new finishes.

The renovated café/lounge creates an exciting space for networking and socializing, and features new flooring, accent walls, and energy efficient lighting and upgraded finishes to all islands and counters. New counter seating along the windows captures the invigorated outdoor space. The outdoor patio adjoining the café/lounge will be enlivened with lighting, re-tiling, a fire pit, and colorful furnishings when the project is complete.

Sited on a fully landscaped campus, One Cabot offers flexible layouts and abundant natural light on 80,000 s/f floor plates. “MPA recognizes what tenants require in order to attract great talent and retain key employees,” said Duncan Gilkey, senior vice president of The Davis Cos. “Their design for new and exciting common area amenities creates spaces for networking and collaborating, making tenant office spaces more efficient.” The building is 96% leased, with 90,000 s/f for lease and becoming available in early and mid-2017. With its revitalized atrium lobby, modern amenities, and strategic location adjacent to the Wellington Station T-station, One Cabot Rd. conveys a powerful impression to tenants and visitors.

Dan Perruzzi, AIA, LEED AP, is a principal and senior partner at Margulies Perruzzi Architects, Boston.

Interior fit-out for tenant Cimpress and its brand Vistaprint is one of only 31 LEED Platinum office projects in Massachusetts

BOSTON – September 6, 2016 – Margulies Perruzzi Architects and Hobbs Brook Management LLC are proud to announce that the interior fit-out for the North American office of Cimpress, the world leader in mass customization and its well-known brand Vistaprint, has earned LEED® Platinum certification, an achievement made possible by the base building at 275 Wyman Street in Waltham, Mass. receiving LEED Gold certification. Currently, there are 166 LEED Platinum certified projects in Massachusetts, of which only 31 projects are office or mixed-use/office space. The 275 Wyman Street project was also honored with a bronze award from the Building Design + Construction Magazine 2016 Building Team Awards.

As both owner and operator of its properties, Hobbs Brook Management is committed to delivering high-quality, productive office environments for its tenants, and designs all of its projects to the highest standards for LEED certification. This high standard of excellence contributes to tenants’ sustainability requirements already being in place in the base building, greatly facilitating the tenants’ own LEED certification goals. For this project, Cimpress requested carpool spaces, electric vehicle (EV) charging stations, and other sustainable features that 275 Wyman Street was already designed to accommodate.

“When we decided to move to 275 Wyman Street, we were drawn to the sustainable and tenant-focused aspects of a Hobbs Brook Management property, and with MPA’s help, envisioned great potential for innovation in our workspace design,” said Albert Plans, senior director of corporate real estate at Cimpress. “The collaborative efforts of this dynamic project team and their steadfast commitment to achieving the highest level of LEED certification possible for the project, have rewarded us with a superbly designed, environmentally conscious workplace for our team members.”

The new 275 Wyman Street office building in the Hobbs Brook Office Park is a dramatically designed 315,000 SF Class A office building featuring a full-service dining facility, landscaped green roof courtyard, and a 1,025-car parking garage in an office campus setting. The building’s five floors offer 60,000 SF floorplates that are nearly column free, providing maximum flexibility and space efficiency. A large living “green wall” with lush plant life enlivens the dining facility, and an amphitheater and table seating in the landscaped courtyard plaza provide an outdoor room for dining and meetings.

Achieving LEED Gold for Building Design and Construction (BD+C), the base building project features a 40% reduction in water from plumbing fixtures, 30% reduction in energy usage via LED lighting and control panels, 30% reduction in ventilation exceeding code standards, and 75% diversion of construction materials. The common spaces use an all-LED light fixture package to minimize maintenance and maximize energy efficiency, and a networked digital lighting control system monitors and regulates energy usage. A unitized metal and glass curtain wall system for the building’s envelope provides high thermal efficiency and allows daylight to filter deep into the building’s interior. A 561 KW solar array installation on the covered parking structure will generate about 673,000kWh of power per year.

By designing the interior fit-out of Cimpress’ office concurrently with design of the 275 Wyman Street base building, MPA was able to leverage its understanding of the project to allow for greater creativity in design and sustainable solutions. A two-story lobby was designed to maximize branding opportunities. To promote greater intra-floor circulation, MPA designed an expanded egress staircase in the lobby, adding glass and upgraded finishes to make it a compelling way to circulate between every floor. Using a collaborative design process for this build-to-suit project, MPA created for Cimpress an open and energetic workplace that inspires creativity and collaboration amongst team members. Cimpress’ office was awarded LEED Platinum for Interior Design and Construction (ID+C).

The 275 Wyman Street project was recently honored with a bronze award from the Building Design + Construction Magazine 2016 Building Team Awards, which recognize newly built projects that best exemplify the collaboration between owner, architect, engineer, and contractor to produce buildings that exhibit architectural and construction excellence. Selected as one of 12 building projects that represent the best in A/E/C team collaboration, the project team, including general contractor Commodore Builders, was praised for maintaining the project’s aggressive 14-month schedule through an exceptionally brutal New England winter. The team employed Lean construction techniques and creatively scheduled fit-out activities around the completed phased construction of the base building. The project profile in the May 2016 issue may be found at: http://www.bdcnetwork.com/cimpress-office-complex-built-during-historically-brutal-massachusetts-winter.

Hobbs Brook Management has been incorporating energy efficiency and sound green building practices in the construction and renovation of its properties for more than three decades. This approach to sustainability greatly reduces negative environmental impacts, and as an added benefit, green operations and management mitigate operating costs, enhance building marketability, increase worker productivity, and improve indoor air quality for a more healthful workplace. Hobbs Brook Management’s devotion to sustainability is evident through project aspects that include an integrated green cleaning program, mature landscaping, high-reflection roofing, and preferred parking for hybrid-vehicles. With this announcement, Hobbs Brook and MPA have completed five LEED Gold projects together, including 175-185 Wyman Street in Waltham, Mass., 610 Lincoln Street North in Waltham, Mass., 1175 Boston Providence Turnpike in Norwood, Mass., and 1301 Atwood Avenue in Johnston, R.I.

The 275 Wyman/Cimpress project team also included structural/building envelope engineers Simpson Gumpertz & Heger; civil engineers H.W. Moore; landscape architects Studio 2112; M/E/P engineers AHA Consulting Engineers; mechanical noise consulting/acoustical design consultants Acentech; lighting designers (275 Wyman Street) Horton Lees Brogden Lighting Design; lighting designers (Cimpress) Sladen Feinstein Integrated Lighting; LEED consultants (275 Wyman) Entegra Development and Investment, LLC; and LEED consultants (Cimpress) Cushman & Wakefield.

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