16
PRACTICE PROFILE
Maritime Academy, Frindsbury
and in-depth; he says they work on a case by case basis, listening and gathering an understanding of what makes each one ‘tick.’ Flisher explains some of the differences: “Some prefer to grow together and share learnings through the process, while others see each project as its own challenge and can remain focused almost entirely on the speed at which we can respond.” The practice takes an active interest in adopting AI technologies, using them to elevate routine tasks such as improving text and saving time on desk-based research. Flisher adds: “However, we’re also using it in design work and are delighted to have an award- winning AI designer – Part 2 architectural assistant Qasim Iqbal.” The fi rm views awards as a great platform for recognising hard work and success, but for Flisher, it’s the process, quality of work, service, and also economic sustainability that matters most. He adds, modestly: “As well as enhancing our reputation and growing into new regions and sectors, just staying in business is an achievement worthy of refl ection.”
and took their understanding of the practice with them, but it was always going to be different in China.” The fi rm managed this by establishing a strong working relationship with Amy Zhao, the manager of the Hangzhou offi ce, as well as through exploratory trips to the country. He enthuses: “Design is an international service and can take you anywhere. We are also fortunate that British design travels well and is always held in high regard.” CPMG is particularly strong in schools and healthcare facilities but also has extensive experience across a range of sectors. The fi rm’s core services remain architecture and interior design, yet it has recently expanded its expertise into sustainability, BIM and workplace consultancy; a “snapshot” of innovation, says Flisher. He adds that strong management is essential to ensure its mission of people-focus and diversity: “Thankfully, we’re in good hands.”
Design approach CPMG doesn’t conform to a specifi c design signature but aims to foster a perception of their work where their projects are recognised for being people-focused, as well as being driven by sustainability. Flisher explains, “Whether it’s the materials we choose or the way that buildings harmonise with landscapes, our approach always seeks to involve innovation and we’re proud to have many landmark projects in our portfolio.” This is evidenced by the fi rm’s groundbreaking, operationally carbon neutral Watermead Business Park project, completed in 2012. The project exemplifi ed the desire for ‘building better’ and has been a springboard for a succession of successful CPMG offi ce projects. Flisher refl ects: “While projects like this are designed around technical decisions to enable a reduction in carbon emissions, it’s also vital to us that the environment which is created offers a healthy amount of daylight, airfl ow and social interaction.” The practice uses this methodology across all project types and takes great pride in infl uencing how environments are shaped. The fi rm adopts a consistent approach to learning initiatives, which internally is seen as very important. This has enabled CPMG to transition to new sectors. As Flisher explains, “We have broadened our knowledge and shared ideas throughout the practice, which have helped improve our projects beyond just the education sector.” The company’s approach to client collaboration is fundamental
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Projects The practice’s portfolio includes notable projects – one which showcases the fi rm’s depth of education sector knowledge is the Maritime Academy, a sustainability pilot scheme for the Department for Education. It comprises a sixth form entry secondary school for 1,150 pupils (900 school pupils and 250 sixth form). CPMG placed users at the forefront of the design with health and wellbeing at the heart of the proposal. The building has strong visual and physical connections to a rich external landscape, with enhanced biodiversity and excellent levels of comfort for occupants. But, as Flisher adds, “there are lots of different needs that must be accommodated with a project of this size and complexity.” A favourite project of Flisher’s was the award-winning British Sugar headquarters in Peterborough, completed in 2018. Flisher fondly reminisces: “Our design lets the fl oor space be fl ooded with carefully controlled light and fresh air.” It’s a “very structured,” building, with a lower fl oor focused on social interaction and collaboration, and study areas above. On the upper fl oors, there is also a graduation from collaborative spaces around the atrium to quiet working areas at the perimeter, next to the glazing and views out. 400 glass external louvres are fi tted to the elevations, which track the sun and control internal light levels, their appearance changing throughout the day. Flisher says this project exemplifi es best practice design for wellbeing: “I’m excited to be in a position to improve the way people interact with different spaces; some examples like this particularly stand out.”
Future plans
CPMG has been able to navigate current economic challenges partly thanks to its relocation to a the new offi ce before the business cost rises of recent years. He notes: “We’re enjoying lower running costs while things have been getting more expensive.” Productivity remains a future challenge, but the fi rm continues to invest in IT solutions and AI innovations to maximise it. Looking ahead, the practice sees biodiversity net gain and embodied carbon as key areas for training, investment, and innovation, and the fi rm is also putting substantial focus into the energy sector. Flisher says: “A signifi cant amount of new infrastructure is required, and forward-thinking architects are going to make a big difference on whether projected growth is achieved or not.”
ADF JANUARY 2026
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