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INSIGHTS
PRACTICE PROFILE Chris Pollard Fereday Pollard
Kim Neville speaks to practice co-founder Chris Pollard to uncover how the privately- owned fi rm, turning 30 this year, specialises in large-scale infrastructure projects with the differentiator of putting ‘humanising architecture’ at the forefront.
F
ereday Pollard was established in 1995 by Chris Pollard and Ben Fereday, although the latter departed the fi rm in 2008. Today, the London-based studio comprises around 30 architects (including landscape architects), led by four key directors: Jan Kroes, Clare Donnelly, Chris McCarthy, and Jennifer Dixon. Chris Pollard emphasises that the fi rm’s continued success stems in part from its status as a privately owned, independent practice, which has enabled it to remain agile and adaptable. Although initially working across a range of sectors, Fereday Pollard gradually built what are now deep-rooted relationships within the transport and infrastructure industry. The fi rm now specialises in design and delivery within this specialised sphere, as Pollard explains; “We aim to fi ll a distinct gap in the market by providing well-designed, humanised architectural and landscape solutions created by designers who understand and enjoy the dynamics, culture, and governance of civil engineering-led projects.” The team identifi ed what Pollard describes as a “missing link” in the way such projects were traditionally perceived, funded, and designed. While high-quality design had long been present in the sector, it often went unnoticed, overshadowed by more ‘iconic,’ big-budget developments. The desire to elevate the visibility and impact of thoughtful, people-focused design across all scales of infrastructure became a central driver for the practice’s evolution. Pollard explains that the biggest challenge became how the company could support and complement the engineers and contractors already working in and leading much of the output in transport and infrastructure, to deliver good architectural design.
Practice organisation Pollard refl ects that over the decades that the practice has been in operation, they’ve been part of a ‘step change’ that has seen local government bodies rising to the challenge of integrating nationally driven and funded infrastructure projects into local areas. The fi rm believes that enhancing both the built environment and people’s everyday experiences in such projects is only achieved through close collaboration with clients and project teams, ensuring “practical and impactful” outcomes. Pollard says their “typical” practice set up of more senior staff than junior enables the directors to be “deeply involved” in projects. He adds that this ensures “clients get the expert service
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Bradford city centre transport and public realm project (2020–2024) © Richard Lewisohn
that their projects require in highly regulated sectors, where design compliance and assurance are part of the DNA.” Infrastructure projects, by their nature, are long-term undertakings. Pollard says that sustaining the passion for each project is achieved by encouraging designers to work on a mix of major and smaller projects simultaneously. He explains that this gives staff “regular, whole-life project experience and allows them to engage with complex operational constraints and tackle knotty design problems.”
Design ethos & approach Pollard asserts that the practice, which operates an Access for All inclusive staffi ng policy, also has a strong “humanising” design ethos. “The common denominator in much of our work,” he explains, “is how vast transport and infrastructure programmes impact the individual and their environment, and how thoughtful, human-focused design can mitigate this impact. Placemaking is key to this, as is focused stakeholder engagement.” Fereday Pollard doesn’t conform to a signature design model however; Pollard explains that the practice acts as ‘design champion’ in projects, seeking to create a ‘golden thread’ of
ADF JULY/AUGUST 2025
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