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PRACTICE PROFILE
PRACTICE PROFILE Richard Flisher CPMG Architects
This established education sector specialist was transformed following a management buyout, embracing innovation and a people-focused culture, as Kim Neville reports.
F
ounded in Nottingham in 1997, CPMG has undergone a profound transformation, accelerated by a pivotal management buyout in 2011. Richard Flisher refl ects on the
evolution: “Our reputation was already strong in Nottingham, but one of our long-term goals was to expand into new regions, enabling us to be closer to a wider client network and to tap into the talent pool in major cities such as London and Birmingham.” Since the MBO, the fi rm has navigated its fair share of challenges as it grew, so staying fl exible and open to new opportunities has been essential. Flisher explains that being better “meant gaining as much experience as possible and trying to do things differently.” A result is expansion into new offi ces, including in China. The fi rst priority after launch was maintaining stability, as the fallout from the fi nancial crisis of 2008 was still being felt. Flisher refl ects on a seminal securing of a project to design Campsmount College in Doncaster, the fi rst school procured under the Conservative Government following the James Review of school building: “We knew at the time it was a big project win, but we weren’t aware that the school building sector would turn into our largest area of work. They had done education projects previously, but that one win “led to many bigger and better things.” Following the MBO, the fi rm set about assembling a new board
with a strong ethos centred on becoming a people-centric practice. Flisher explains: “For us, architecture is primarily a social science because without people, architecture means nothing.” The pandemic produced another set of challenges for the fi rm, and they decided to relocate to another Nottingham HQ bringing cost savings and enabling a hybrid working pattern. Flisher says it was a ‘bold’ decision, but they “haven’t looked back since.” This, he believes, gives the fi rm a balanced way of working. While still encouraging people to be in the offi ce to enable a collaborative learning environment, he feels it allows staff to maintain a good work-life balance, enhanced by remote working. Flisher explains: “As a professional services environment, I’m confi dent that a blend of offi ce and home working can be effectively maintained.” The London studio is nearing capacity due to the practice’s continued growth, and the Birmingham offi ce has just moved to new larger premises. Flisher sees this as evidence that the company’s philosophy and hard work are paying off. Hybrid working led to a transition from in-house servers to a cloud-based system. International expansion brought a new set of considerations;
the fi rm needed to minimise fi nancial risks, including fi nding the right personnel to head the venture. Flisher says: “When we opened our studios in London and Birmingham, existing staff relocated
British Sugar HQ, Peterborough
British Sugar HQ interior
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ADF JANUARY 2026
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