20
INSIGHTS
PRACTICE PROFILE Rob Bearyman Bennetts Associates
Kim Neville speaks with Rob Bearyman of Bennetts Associates about how the now employee-owned practice has over its three decades combined resilience, collaboration and pioneering sustainable design.
B
ennetts Associates has built its reputation over more than three decades on conviction, resilience and a pioneering approach to sustainable design. Founded in 1987 by Rab and
Denise Bennetts, the practice has navigated shifting architectural trends and periods of fi nancial turbulence. Director Rob Bearyman refl ects that “conviction and resilience were essential.” Rather than conforming to the postmodernist wave of the late 20th century, the practice championed an early commitment to sustainable, “resource conscious” architecture delivering long- term value through robust, elegant design. “The ability to weather diffi cult conditions established a culture of resilience and rigour that continues to defi ne the practice today,” says Bearyman.
Practice organisation & set up From the outset, the fi rm sought to do things differently: designing buildings that were adaptable, functional and rooted in long-term purpose. Collaboration was embedded in its culture, ensuring
architecture, structure and services worked seamlessly together. In 2016, the practice took a signifi cant step by transitioning to employee ownership. This shift was decided upon to deepen collaboration across the studio, and foster motivation and a stronger sense of collective responsibility. As Bearyman explains, “Directors provide direction, but leadership is encouraged at all levels and remains collaborative and open.” He goes on to note that the fi rm’s culture is “not static” but continuously evolving to meet the changing needs of the business, an approach that nurtures how teams engage with and deliver projects. Bearyman characterises the fi rm’s growth as “steady and deliberate.” From its beginnings in a single London offi ce, Bennetts Associates has expanded into a 70-strong practice with studios in London, Edinburgh and Manchester. Each location is fi rmly rooted in its local context, yet closely connected to the collective culture and knowledge of the wider practice. The company has a hybrid working model, which has enabled fl exibility to become a permanent part of its operational model.
The practice has developed expertise across a wide range of project types, including offi ces, cultural venues, life sciences, industrial and logistics facilities, higher education and masterplanning. As Bearyman explains, “Each sector strengthens the others: insights from designing theatres inform the design of workplaces, while innovations developed for universities enhance performance in laboratories and other specialist facilities.” Digital tools connect teams seamlessly across three studios, broadening collaboration and knowledge sharing. Bearyman states that in-person design reviews, workshops and site visits remain essential for creative energy and culture. The balance lies in combining digital effi ciency with the dynamism of studio interaction. Practice wide gatherings and study trips ensure cohesion across locations, while hybrid structures support inclusivity and wellbeing.
Edinburgh Futures Institute © Keith Hunter
Practice ethos, leadership & mentoring The practice sees today’s built environment being reshaped by both environmental and socio-economic pressures. Bearyman says the fi rm’s commitment to ‘more with less’ underpins its approach to
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