Congratulations to MITRE for the completion of their BlueTech Lab! We are honored to have been part of the team as the architect for this project.

The MITRE BlueTech Lab is a state-of-the-art, indoor maritime test facility and collaborative laboratory for innovators and researchers to advance maritime technology, strengthen climate resilience, and increase national security and safety.

The MITRE BlueTech Lab was recently featured on Chronicle!

In this video, Principal Marilyn Shen discusses how to design for inclusivity.

BOSTON – July 16, 2024 – Margulies Perruzzi (MP), one of New England’s most highly regarded architectural and interior design firms, is proud to welcome Edward Marcey, AIA as Healthcare Studio Leader. Edward will provide staff leadership as well as project management and quality assurance for the healthcare studio. He will also be responsible for maintaining and establishing new relationships with clients and industry partners.

Edward brings a well-rounded experience to the healthcare studio team,” said Daniel Perruzzi, AIA, LEED AP, principal and senior partner at Margulies Perruzzi. “He is dedicated to client management and staff development, aligning with the values of Margulies Perruzzi. His thoughtful leadership will ensure the success of current and future projects.”

Edward has over 20 years of experience in the healthcare design industry. He has held roles ranging from senior project manager to director of operations to managing principal. Edward has worked with numerous healthcare clients throughout the New England area, including Steward Health Care, Tufts Medical Center, Connecticut Children’s Medical Center, and Southcoast Health. His project experience includes new construction and renovations for various project types, such as emergency departments, surgical suites, ambulatory surgery centers, behavioral health, medical offices, pharmacies, clinical labs, linear accelerator suites, exam rooms, pediatric care, and dental services.

Edward studied Architecture at New Jersey Institute of Technology. He is a licensed architect in Arizona, Maine, Maryland, New Hampshire, New York, and Virginia.

Edward currently serves in the officer line for the Philanthropic Masonic Lodge and is the 9th District Ambassador for the Grand Lodge of Masons in Massachusetts. He has participated in several fundraising events for the American Diabetes Association and the National Multiple Sclerosis Society.  He was recently appointed to the Zoning Board of Appeals in his hometown of Lynn, Mass.

With an inspirational healthcare portfolio, Margulies Perruzzi specializes in hospital renovations and additions, outpatient clinics and treatment centers as well as hospital master planning, healthcare programming, and feasibility studies. Margulies Perruzzi has worked with a wide range of industry leaders, including Lahey Hospital & Medical Center, Beth Israel Lahey Health’s Winchester Hospital, MaineHealth, and many others.

By Milly Baker, AIA, ACHA, LEED AP, Senior Medical Planner at Margulies Perruzzi

Many hospital administrators feel pressure to increase the size of their healthcare spaces despite a shortage of capital available to support facility investment.  Even with efforts to tighten up space and increase efficiency to cut costs, hospitals need larger and larger buildings.  The outcome is more space per patient and provider and, therefore, increased costs.

Why is everything getting larger?  A combination of many program developments has added area to hospitals. These changes include technology, general improvements in diagnostic and treatment methods that require bigger clinical teams and larger equipment sizes, more robust mechanical, electrical, and plumbing (MEP) systems, the introduction of robotics, an increase in team collaboration space, and revised requirements for accessibility. Each of these changing requirements adds increments of additional square footage.


Technology, the equipment that continues to improve patient care, requires greater infrastructure capacity. Years ago, there were 20 square foot data closets, but now, data rooms as large as 180 square feet are needed to accommodate all the digital equipment racks.  Cutting-edge features throughout hospitals drive this growth, including the interconnectedness of different clinical and monitoring systems, intelligent boards in patient rooms, smart boards in conference rooms, digital communication at the patient room entrance, signage and tracking systems, and direct clinical access to patient records. Because of the continued increase in technology use, it is critical to build specific data room requirements into the program from the start.


For many institutions, robotics are being introduced to augment surgery, save on staffing costs, and increase safety. While robotics in operating rooms, pharmacies, and labs is nothing new, re-engineering supply management through robotics is becoming more common. Robotic devices provide improved services, but they take up space both when in use and stored. Planners for new buildings should consider adding space to supply rooms and depots with dedicated corridors and elevators for this equipment. Isolating robotics equipment movement from staff and public circulation may also double circulation requirements.

MEP Infrastructure

Particularly since the start of the pandemic, hospitals require better air flow and humidification.  While new technology and equipment increase typical floor-to-floor dimensions, the MEP infrastructure should grow to serve the larger space requirements. Concerns for preventing contagions from spreading have also increased the demand for protective isolation wherever patients are treated. These robust systems need flexibility and capacity for future changes as well.


Equipment size has increased, challenging staff to accommodate the need for more space within current program standards. An example that requires more space is the reliance on ECMO (Extracorporeal Membrane Oxygenation), a form of life support for patients with life-threatening illnesses, often used to combat COVID. An ECMO setup for an inpatient requires large elevators, wider doors, and greater patient room clearance than current standards.  Introducing ECMO into current, smaller patient rooms has proven difficult.

Hospital room size creep is frequent in treatment areas, including Operating Rooms, Nuclear Medicine Rooms, Radiation Treatment Rooms, and MRI Rooms.  These spaces are vital to each hospital’s mission but require more space than traditional planning methods. It is now not unusual for surgeons and patient staff to request 800 – 1,000 square feet for specialty and hybrid operating rooms.

Collaboration Space

As recruiting clinical staff has become increasingly challenging in recent years, many organizations have started paying more attention to the functionality of their workspaces.  Many hospitals have inadequate meeting areas and workspaces to accommodate all the staff meetings.  The historic administrative model, including a nurse station and one physician’s office, is no longer sufficient for an inpatient unit.  Staff now include clinical nurses, physicians, residents, case managers, social workers, educators, and nurse management. Workstations are needed for this range of support staff to do their jobs efficiently.

The ability for staff to collaborate in appropriately sized areas supports teamwork and protects patient confidentiality but is missing from minimal space standards in the Facility Guidelines Institute (FGI) guidelines.  Both patient-facing workstations and private areas are needed to support team workflow.  Many institutions have also started to request rest space for staff, particularly in high-stress areas, such as emergency departments and intensive care units.  Breakrooms and other areas should be carefully designed to support staff respite.


As Americans get larger, FGI guidelines are requiring a whole new category of room sizes for “patients of size” and a newly required expansion of the American Disabilities Act (ADA) Standards turning radius. These new requirements to build larger inpatient rooms, exam rooms, and bathrooms, have been put in place to improve patient care and staff safety. However, they come with added space and cost requirements.

Program needs are driving hospitals to increase space. The challenge to planners, architects, and builders is how to manage client expectations, specifically during the programming phase when space requirements are established. The old space requirement formulas for area per bed or area per operating room need to be carefully re-examined and revised.  It is critical to take account of these conditions when developing conceptual fit plans and pinpointing scope feasibility to ensure that clients understand this new paradigm. The old rules no longer apply.

This article was featured in Medical Construction & Design.

Nick Dyer is featured in New England Real Estate Journal’s Ones to Watch – Rising Stars!

Nick Dyer, AIA | Architect

“Nick consistently pursues ways to convey project intent to clients and their projects. He applies detailed forethought that helps project teams understand the multiple aspects of proposed design solutions. His ability to push design while considering technical coordination means all his projects benefit from his involvement.” – Nate Turner, AIA, NCARB, LEED AP, Associate Principal, Partner at Margulies Perruzzi.

In the last 12 months what accomplishment are you most proud of? The accomplishment I’m most proud of in the last year is becoming a licensed architect in Massachusetts. Receiving my license has provided me with the opportunity to be the lead architect on projects. The first project I was able to lead was for the JCC of Greater Boston, and I am very proud of it. I can’t wait to see it completed.

Who are the key people in your life that have contributed to your success? First and foremost are my parents. I would never be where I am today without their support and guidance. After them come numerous colleagues and professors who have all taken time throughout my education and career to field my questions and help me grow into the architect I am today.

In this video, Jenna Meyers, Senior Interior Designer and Partner, discusses three key factors to make your office space a workplace amenity for employees.

What if we could help you save time and money on your lab design project? Jane Kepros, Director of Lab Programming, explains how her unique approach to surveying lab equipment can save you money during the design and construction phases of lab fit-outs.

Architecture and interior design firm has proven track record in creating spaces that seamlessly integrate cutting-edge technology with human-centric design

BOSTON – June 4, 2024 – Margulies Perruzzi (MP), one of New England’s most innovative architectural and interior design firms, announced today that it has completed three projects for Lahey Hospital & Medical Center (LHMC) in Burlington, Mass., a world-renowned tertiary academic medical center known for its innovative technology, pioneering medical treatment, and leading-edge research.  Since 2018, MP has designed over 10 projects for LHMC. The most recent projects include a modular Electrophysiology (EP) lab, a Neurointerventional Radiology (NIR) room, and an Inflammatory Bowel Disease (IBD) clinic.

Previous projects involved a new Endoscopy department, MRI suite improvements, a COVID lab, an 18-bed Intensive/Progressive Care Unit renovation, and a simulation lab.

The healthcare studio at MP focuses on elevating the patient and caregiver experiences while integrating deep technical expertise. An experienced team provides leadership and project management to thoughtfully guide the design process and deliver architecture that exceeds expectations. Daylight, clear-wayfinding, inviting public spaces, state-of-the-art clinical planning, and efficient work environments enhance the firm’s designs to meet the challenges of today and tomorrow.

“We understand that healthcare environments play a crucial role in healing and recovery. Designing healthcare projects requires a delicate balance between functionality, innovation, and sensitivity to the needs of patients and medical staff,” said John Fowler, AIA, EDAC, LEED AP, director of healthcare and partner at Margulies Perruzzi. “We work hard to develop strong relationships with our clients, and we are proud Lahey has trusted us with its projects.”

Modular Electrophysiology (EP) Lab

MP completed a 3,141-square-foot modular building addition to create a third electrophysiology (EP) lab at Lahey, using a crane to lift four 25,000-pound modular units on a new structural system on the fifth-floor courtyard roof adjacent to the existing EP labs.

The project team included:

  • Architecture and Interior Design: Margulies Perruzzi
  • OPM: Colliers Project Leaders
  • GC/CM: Walsh Brothers
  • MEP Engineer: CMTA
  • Structural Engineer: Souza True & Partners, Inc.
  • Exterior Envelope Consultant: Gale Associates Inc.

Neurointerventional Radiology (NIR) Room

MP renovated an existing 1,200-square-foot Neurointerventional Radiology (NIR) room to support new equipment design requirements.

The project team included:

  • Architecture and Interior Design: Margulies Perruzzi
  • OPM: Colliers Project Leaders
  • GC/CM: BOND Building Construction, Inc.
  • MEP Engineer: CMTA
  • Structural Engineer: Souza True & Partners, Inc.

Inflammatory Bowel Disease (IBD) Clinic

MP converted a 3,700-square-foot Endoscopy Clinic to create a new Inflammatory Bowel Disease (IBD) clinic to support patient volume and research and clinical trials.

The project team included:

  • Architecture and Interior Design: Margulies Perruzzi
  • GC/CM: BOND Building Construction, Inc.
  • MEP Engineer: CMTA

How can we design an experience for current and prospective future tenants of suburban office buildings? Associate Principal and Partner Tim Bailey, AIA, LEED AP discusses methods for creating a welcoming journey from the moment they arrive.


Experienced strategic workplace designer joins workplace and science studios

BOSTON – April 30, 2024 – Margulies Perruzzi (MP), one of New England’s most highly regarded architectural and interior design firms, is proud to welcome Marilyn Shen, NCIDQ, LEED GA as Principal. Marilyn will work closely with the firm’s partners to provide design leadership and project management in the workplace and science studios. Marilyn will also be responsible for establishing strong relationships with clients and industry partners, as well as managing, mentoring, and training staff.

Marilyn brings over 20 years of experience building workplace environments that cultivate company culture and support staff connections. Her goal as a designer has been to align or re-align workplaces to fully embrace culture, diversity, inclusion, social responsibility, and the overall well-being of people. Her work has supported thousands of employees’ active contributions by facilitating their transitions to large-scale, flexible work environments, including activity-based neighborhood choice and agile mobile work. She has led and delivered workplace strategy and planning, project management, pre-and post-design solutions, culture facilitation, communications, and change management services for organizations looking to transform or define their workplace approach, office design, company culture and brand, and overall employee experience.

“Marilyn brings a depth of experience with workplace, science, and technology projects. She is client-focused, team-oriented, and delivers culture-centric design solutions for her projects, aligning with the values of Margulies Perruzzi,” said Daniel Perruzzi, AIA, LEED AP, principal and senior partner at Margulies Perruzzi. “Marilyn’s leadership and vision will enable us to be even more innovative in designing custom spaces for our clients.”

For the past 20 years, Marilyn served in increasingly strategic roles. Most recently, she was the Managing Principal at TRIA where she provided oversight of all the firm’s organizational and operational activities. Prior to that, she was Principal and Workplace Strategy Lead at Visnick & Caulfield Associates where she focused on organizational culture, change management, and workplace strategy. Marilyn’s experience also includes over 10 years serving as a board member for the Emily Hall Tremaine Foundation. Recently, Marilyn founded Kodo, Inc., a consultancy that focuses on education and advancement of inclusive and equitable design.

Marilyn received a Bachelor of Arts in Economics and Organizational Psychology with a minor in Art from Wellesley College and a Master of Arts in Interior Architecture from the New England School of Art and Design (NESAD) at Suffolk University. She is a Certified Professional Culture Facilitator, NCIDQ certified, a LEED Green Associate, and in the process of becoming a certified Fitwel Ambassador.