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BUSINESS NEWS WARE MALCOMB ANNOUNCES COMPLETION OF AIRSPACE TECHNOLOGIES OFFICES IN CARLSBAD Ware Malcomb , an award- winning international design firm, announced construction is complete on the new offices of Airspace Technologies located at 5909 Sea Otter Place, Suite 200 in Carlsbad, California. Ware Malcomb provided interior architecture and design services for the project. The new Airspace Technologies offices are located within the Atlas at Carlsbad campus, for which Ware Malcomb previously provided architectural design services. Ware Malcomb also designed the common areas for the building concurrently with the Airspace Technologies build-out. This included the first and second floor lobbies, corridors, utilities and restrooms. The finished 23,000-square-foot interior tenant improvement project for Airspace Technologies, a technology-enabled logistics service provider, gives employees a brand new home in a creative office environment. With three distinct departments, Ware Malcomb designed a neighborhood layout that allows each team to work, collaborate, and focus to fit their respective workplace behaviors. The design and engineering departments have several meeting areas which are composed of both enclosed rooms and impromptu stand-up
“scrum” areas. In contrast, the Administrative department includes more private offices and phone/focus rooms. The centrally located reception, boardroom, and break area provide a hub for employees to circulate amongst departments while also providing a welcoming environment for visitors. The materials used throughout the space reflect the office’s expansive canyon views facing west towards the Pacific Ocean. Varying shades of green in the flooring provide subtle wayfinding and directly relate to Airspace Technologies’ branding. The numerous natural wallcoverings, wood veneers, and playful decorative lighting create unique experiences in each meeting area. Strategically placed acoustical ceiling clouds above the workstations celebrate the exposed structure of the building while addressing concerns of acoustics in an open office environment. The dynamic ceiling treatment at the entry features veneer wraps up the wall and this theme continues along the ceiling with varying angles, recessed lighting, and a built-in banquette seat. “The new offices of Airspace Technologies reflect the company’s shift towards a more sophisticated and connected environment,” said Tiffany English, principal of Ware Malcomb’s San Diego Office. “Their expansion
into more square footage also ensures their new office space will meet the growing needs of the company for many years to come. The fact that Airspace is located within the larger Atlas at Carlsbad campus, with the creative environment and amenities that this campus provides, is an added benefit for employees and visitors alike.” The general contractor for the project was Good & Roberts , the construction manager was Hughes Marino , and the furniture vendor was Cultura. Established in 1972, Ware Malcomb is a contemporary and expanding full service design firm providing professional architecture, planning, interior design, civil engineering, branding and building measurement services to corporate, commercial/residential developer and public/institutional clients throughout the world. With office locations throughout the United States, Canada and Mexico, Ware Malcomb specializes in the design of commercial office, corporate, industrial, science and technology, healthcare, retail, auto, public/institutional facilities and renovation projects. Ware Malcomb is recognized as a Hot Firm by Zweig Group.
MICHAEL BLAKEMORE, from page 11
and improving relationships across the entire team. When all parties are held to a standard of accountability, they know they are working together as part of a cohesive unit instead of in disconnected silos. A daily huddle, where all trades communicate their progress and constraints, offers a great way to keep those commitments on the forefront and provides a natural opportunity for accountability checks. 5) Approach the trade partner’s problems and the GC’s problems as a “we” opportunity. Use the language of “we,” not “I” or “you,” to communicate a supportive team approach. For example, instead of, “You did this,” or “You need to fix this,” say, “What can we do to work together toward a solution on this?” 6)Remember the golden rule. Pay the trades on time, communicate with and listen to them, be fair with them, and be just as quick to call with praise as with a complaint. A trade partner’s success is a GC’s success in this uniquely interdependent relationship. This is especially important now, with historic industry disruption and ongoing labor shortages that are adversely impacting all involved in the business of construction. Evolving these relationships is a critical and too-often-overlooked key to successful project delivery and retaining satisfied clients. Fortunately, adopting a new view of the trade partner dynamic doesn’t require a financial investment, new tech, or the use of special glasses – changed perspectives and behaviors are free, and can be implemented immediately. As senior vice president for Skiles Group, MICHAEL BLAKEMORE is responsible for planning, directing and overseeing the company’s daily operations with a focus on ensuring client satisfaction and championing a culture of continuous improvement. Connect with him on LinkedIn.
needs that need to be met for any given project. Without understanding the trades’ criteria, a GC can’t work with them to help ensure they’re positioned for success. 2)Clearly and consistently communicate the client’s and the project’s needs and objectives to your trade partners so they understand the client’s perspective. When all stakeholders are having their needs met and their interests respected, they can work as partners in solving problems. A True North (also called Conditions of Satisfaction) session is a great place to start. “Adopting a new view of the trade partner dynamic doesn’t require a financial investment, new tech, or the use of special glasses – changed perspectives and behaviors are free, and can be implemented immediately.” 3)Invite their input in scheduling. Allowing trade partner involvement respects their role, achieves their buy-in on the schedule, and allows them the opportunity to have ownership over their commitments. Look to the Lean Construction Institute to learn more about Pull Planning, which collaborates the scheduling process. 4)Now, hold them accountable to those commitments, as these are promises they have made to the other trades . Holding a trade partner accountable is about supporting
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THE ZWEIG LETTER DECEMBER 7, 2020, ISSUE 1370
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