By Vera Juul

According to the Boston Globe, nearly 16 million sq. ft. of lab space is available in Greater Boston. With such a surplus of lab space, users need to be proactive in finding the right option for their company and the scientific work being performed. While there are many factors to consider when evaluating a laboratory renovation project, identifying the key criteria will help guide the design process.

1. Understand the Research Program

To ensure the success of a laboratory renovation, it is important to have a clear understanding of the research being conducted. Different types of labs—such as bioscience, chemistry, or clinical research—each have unique operational, safety, and infrastructure requirements. While some needs may overlap, it is essential to identify the specific workflows, equipment, and research activities to create a functional design.

Design team members with scientific or lab planning experience can offer valuable insights into user needs, daily operations, and overall lab functionality. Their expertise is crucial for developing a design that is efficient, user-focused, and able to accommodate both current and future research goals.

2. Evaluate Existing Building Infrastructure

Laboratories require extensive infrastructure, making it essential to evaluate the existing systems within the building. Key aspects to consider include the HVAC capacity, structural limitations, and access to vertical shafts for new utilities and exhaust systems.

It is important that the building meets the lab’s needs while complying with building codes and biosafety standards. Identifying any infrastructure limitations early in the process helps prevent unexpected challenges, assesses the project’s feasibility, and guarantees that the renovated lab will be safe and effective for the research being conducted.

3. Align Budget, Schedule, and Design Goals

Lab renovations are complex and require careful coordination of the budget, schedule, and design goals. Involving key stakeholders from the beginning helps set priorities, understand constraints, and identify ways to phase the project if the lab must remain operational during construction.

It is also important to understand the organization’s long-term growth and flexibility plans. Designing adaptable labs makes it easier to meet new research needs, keep pace with evolving technology, and plan for future expansion.  This approach ensures that clients receive maximum value from their investment.

4. Establish Environmental and Sustainable Goals

Research labs use significant resources, including energy, water, and ventilation. As designers, our goal is to minimize environmental impact while making sure the quality of research remains high.

Sustainability should be considered at every stage of the design process. This means choosing energy-efficient equipment and HVAC systems, and considering the lifecycle of furniture and finishes. Whenever possible, we should incorporate Green Lab Certification and other recognized sustainability standards. Implementing these strategies can help labs operate more efficiently and use fewer resources.

With an abundance of available lab space in Greater Boston, organizations have an opportunity to identify and design the ideal environments for their research programs, project goals, timelines, and budgets. By approaching this process thoughtfully and strategically, companies can create lab spaces that not only meet their current needs but also adapt to future scientific advancements.

This article originally appeared in High Profile.

MP’s very own Principal and Partner, Nathan Turner, AIA, LEED AP, is featured in the New England Real Estate Journal’s 2026 Mid-Year Review Spotlight. 

What projects, initiatives, or types of work have been keeping your team busiest during the first half of 2026?

We have been seeing a mixture of project types from both existing and new clients that need our help moving a design idea forward. Unlike in 2025, when we saw more conservative approaches and overall budget constraints, teams are now showing a greater willingness to invest their capital.

Clients have come to us looking to address various needs by either enhancing their current spaces or maximizing the potential of their assets for alternative outcomes. The design tasks have ranged from sustainability-oriented upgrades and workflow improvements to space modifications and even some expansion or new construction projects.

The driving factor for client outreach seems to be the desire to increase revenue streams or enhance efficiency to lower operational costs. All of these projects require some level of design support to ensure effective planning for cost modeling and decision-making.

What trends or shifts have stood out most to you so far this year within your industry?

The adoption of AI is a common topic in conversations within the AEC community as people share how they are using it. AI is evolving fast, and it’s not just related to the speed of work output but also to the quality of the deliverables being created.

We are currently observing a phenomenon related to replacing versus enhancing workflows. The ongoing conversation about automation versus customization is likely to impact creative outcomes.

In terms of industry shifts, recent changes show that clients are increasingly taking charge of discussions regarding domestic versus imported materials. With heightened demands on project schedules and delivery, clients recognize that making informed decisions about material sourcing early on can help alleviate potential issues during construction when it’s too late to make changes.

What challenges or opportunities have had the biggest impact on your business during the first half of 2026?

Challenges have included ensuring our clients understand the impacts of recent regulatory changes. Over the past year, there have been updates to building codes, along with zoning and procedural changes that vary by jurisdiction.

On the positive side, we are noticing that clients are revisiting projects that were previously unfeasible. They are now inquiring whether any of the regulatory changes or shifts in market conditions have improved the viability of these projects.

As we look ahead to the second half of the year, what are you watching most closely?

The effects of material pricing. To date, the local real estate and AEC community has dealt with a variety of unfavorable market conditions.

At a national level, there is a boom in IT-oriented infrastructure, driven by the use of AI and the creation of data centers. As a result, the demand for materials remains high, and the overall supply and demand ratios have not changed significantly.

As we move into the second half of the year, we will gain more insight into the policies of the new Federal Reserve Chair, the impact of global tensions, and the outcomes of the mid-term elections. The positive news in all of this is that there seems to be some pent-up demand in the market, and an eagerness across various sectors to do something about it.

Today marks the final day of Zoe Botta’s Summer Design Internship with MP.  A member of the Carnegie Mellon University Class of 2027, Zoe has been a dedicated, hardworking, and enthusiastic contributor to our team. As her internship comes to a close, we sat down with Zoe to reflect on her experience and the impact she has made during her time with us.

Zoe, how are you feeling as you near the end of your MP Design Internship?

I’m incredibly grateful for the staff, experiences, and knowledge that I’ve gained during my time at MP. I’m going to miss all of you and the work that I’ve been doing here. I’m especially thankful for all the patience, kindness, and mentorship that I have received throughout my internship.

What has been your favorite part of interning at MP?

I think the people are a real highlight. I feel so deeply spoiled when it comes to the number of people that have let me come on various site visits‑or, how I kindly refer to them as field trips. I’m very thankful for being able to see and learn as much as I can, and I think that’s really because the people have been so willing to bring me along and explain to me the process and importance of each aspect of architecture. I mean, I also love the snack, love the bagels on Tuesdays-I’m not going to lie to you. But overall, I think it’s really the community, the culture of this place, and the fact that I’m doing real work here. I’m doing things that help me learn all while contributing to something.

What is the most impactful or surprising thing you learned about architecture and design?

Going into this experience, I knew that architecture education and architecture practice were different, but I don’t think I realized how much of a difference there was. Of course, what I’m learning in school is helping me here, but those are more of the “how to think” skills, and this is more of the actual practice of architecture. I’m also a little bit surprised by the amount of communication between various teams, both internally and externally. It is a lot of facilitating conversation between the client, vendors, engineers, and sometimes even other architecture and design firms. I understood architects having to know about all the parts and pieces, but I don’t think I knew how they actually played out.

What is something you experienced at MP that you will take with you back to school?

MP redefined to me what looking at something big picture means. Going into this experience, big picture kind of meant zooming out with a less high-fidelity level of detail. But what I’ve learned from MP is that the big picture is defined by the small details. So, if you don’t have those small details, the big picture is not going be as successful. Similar to a puzzle, if the individual pieces are well crafted, the entire composition will be fantastic, but if even one piece is not created with care, you will be able to tell. I have seen a heightened level of care in every step while at this office and have directly seen that translation into creating meaningful spaces.

What is a piece of advice you would give to someone interested in interning at an architectural firm?

I went into this internship not having any finite things that I wanted to do or learn but rather was willing to work on anything and everything. This broad approach helped me the most because it meant that I didn’t limit myself or my experience based on what I thought I wanted. I was very aware that I had a lot to learn and didn’t want to pigeonhole myself into one area of architecture. I would advise them to just go into any experience or opportunity as a sponge. Taking the opportunities people throw at you is really one of the best ways to learn, because you learn what you like and what you don’t like.