Gensler DSD Personal Dossier_Christine Gao

Christine Gao

Personal Statement

One of my earliest memories is exploring my hometown on the back of my uncle’s scooter with a drawing pad, sketching everything that piqued my blooming interest. The pages quickly filled with the bolstering life of farmers’ markets, expansive city plazas with the elderly doing Tai Chi, and a myriad of shops selling various trinkets and services. That sense of curiosity, keen observation, and infatuation with the built environment has never escaped me, compelling me to discover what it means to be a designer, and how places can bring people together.

In college, that seed of curiosity cultivated in me a research-based approach toward architectural design. Through my work in design studios and other collegiate activities such as Cornell University Sustainable Design, and National Organization of Minority Architect Students, I discovered design values that synthesize cultural, environmental, and social-economical factors to achieve the most positive impact on the community. Curious about how to apply design thinking to other fields, I decided to pursue a business minor where I found similar success by applying that research-based methodology to related case studies. The results were context-driven narratives that enhanced the intrinsic value of business solutions.

During my internship at James KM Cheng Architects, I participated in a design strategy approach toward architecture, where a special-purpose design process is required to achieve the client’s goal of building a Class A office tower on a controversial heritage site. After identifying that the approach from the previous architect was unable to obtain the development permits because it lacked a comprehensive analysis of the context, as well as stakeholder engagement, we decided to first analyze the historical context and planning policies to conceive a compelling narrative and actionable opportunities that sets a tone for the past, present, and future. In conjunction with this research and design, we co-hosted multi-day stakeholder workshops that helped all parties understand the positive benefits of the emerging office tower, winning us support from both obvious and unlikely places. This process exemplifies how a research and narrative-based approach to an architectural project is necessary in both helping with the approval process as well as motivating positive changes in an otherwise neglected community.

My professor once told me that we are not here to learn how to be architects, but how to think like architects. Since graduating from college, I came to truly understand the meaning of that statement. As architecture students, we are taught to respect our process, which incorporates rigorous research and analysis to recognize resilient solutions. What draws me to Gensler and the DSD Program is the emphasis on the research-oriented and analytical approach to design, as well as the chance to create value for both the client and the larger community. The cross-disciplinary quality of my academic and professional parallels the goals of the DSD Program, synthesizing the diverse skills and lived experiences of designers, planners, and engineers to help clients find creative and effective solutions. Given the opportunity, I will continue to develop my skills as a design thinker and leverage them to contribute to Gensler in a meaningful way.

Christine Gao

Gensler DSD Program

Personal Dossier

Education:

Cornell University

Bachelor of Architecture 2022 | GPA 3.9 | Dean’s List Business Minor 2022 | GPA 3.9

Ithaca, NY 2017- 2022

Key Courses: Architecture Design Studio, Digital Representation, Environmental Systems, Structural System, Building Technology, Marketing, Management, Finance, Accounting, Statistics

Work Experience

Perkins&Will

Architectural Designer I

Seattle, WA 08/2022- Present

• Responsible for the drawing set of a 12-story office lab building in the EDG phase

• Produced Early Design Guidance package, schematic drawing set, construction documents, and client presentation materials

Cornell University

Teaching Associate

Ithaca, NY 05/2022- 08/2022

• Responsible for leading a studio of eleven students Intro to Architecture program

• Met with students three times a week for design critique and helped organize the pedagogical structure of the program

James KM Cheng Architects

Architecture Intern

Vancouver, BC 05/2021- 08/2021

• Assisted with the design strategy of a 400,000 sq.ft office tower in a waterfront heritage site

• Produced renderings, facade studies, unit layouts, and co-living strategies for a mixed-use housing complex

CB Design Group

Architecture Intern

Alexandria, VA/ Remote 05/2020 - 08/2020

• Took leads in the schematic design development of blast-resistant infrastructure, prepared construction details, contacted local contractors

• Website design and public relations, built the company website, translated projects and objectives into polished user interfaces

Arno Matis Architecture

Architecture Intern

Vancouver, BC 05/2019 - 08/2019

• Engaged in the design of multiple commercial/residential projects, including a 437room hospitality and retail mixed-use tower

• Prepared CAD presentations, technical drawings, 3D model, assembled physical models

Recognitions & Activities:

LEED Green Associate

2022- Present

• Actively pursuing LEED Accreditation with exam scheduled on January 30th

NOMAS

2019- 2022

• Second Prize in 2019 NOMAS Conference, participated in the student design competition, designed stage set for TEDx, praised fund to participate in workshop and conferences

Cornell University Sustainable Design

2019- 2022

• Create dynamic and innovative solutions for economic, social, and ecological difficulties faced by the global community, delivered schematic design documents for educational projects in Nepal and India

AAP Ambassador

2018-2022

• Developed interpersonal and communication skills, contacted alumni and helped prospective students, organized department tours

Publications

Curating Model Behavior Exhibition

• Work digitally published in Noguchi Museum’s Curating Model Behavior Exhibition, featuring in-depth and cross-disciplinary analysis and rendering

14th Edition Manifesta

• Works from design studio: Reuse Values in Pristina, digitally published in the 14th edition Manifesta for Pristina Biennale

Portfolio Volume 01, 02

• Portfolio works printed, published and circulated in Cornell AAP Portfolio Volumes

Skills

Software

• Microsoft Suite (Excel, Word, Power Point), Adobe Suite (Photoshop, Illustrator, InDesign), Auto-Cad, Revit, Rhinoceros, Vray, Enscape, Grasshopper, Unreal Engine, GitHub, Microsoft Teams, Twinmotion, Miro, Minitab, Power BI, Tableau

Languages

• English (Native)

• Mandarin (Fluent)

• Cantonese (Conversational)

01

New Modes Of Virtual Collaboration

NEW YORK CITY, NY

Prof. Henry Richardson, Christopher Morse | Design VIII . Spring 2020 Team Members: Haotian Jiang . Tim Qi

Summary

The COVID-19 pandemic dramatically changed our relationship with the built environment, particularly urban settings, as well as the work mode of design professionals, showing both the necessity for remote collaboration as well as the limitations of existing tools. The rise of virtual reality and realtime rendering presents an opportunity to engage directly with these challenges from both a design and workflow point of view.

Through the scopes of a vertical mixed-use tower situated within New York City, with the premise that cities are experienced from the bottom up, and places from the inside out, I zoomed into the individual moments that generate the uniqueness of a place. Working collaboratively and remotely with the aid of VR tools, I pioneered a new process of authoring geometry, analyzing and reviewing design, and communicating across various platforms. How can these new tools can help shape the urban condition for the inhabitants at the interfaces between the building and the city?

Objectives

• Analyze and propose spatial programming and place-making strategies for the creation of a new mixed-use tower in NYC

• Adapt new design tools from design, visual representation, and workflow points of view

Methodology

1. Data Collection

Demography

Program

Typology

Place-making Strategy

2. VR Workflow

Team-oriented workflow

User-Testing

3. Software Learning and Application

Arkio

Unreal Engine

Gravity Sketch

Tilt Brush

Twinmotion

Github

Oculus 2

4. Design Proposal

Real-Time Simulation and Feedback

User Testing

Prototyping

2.

1.

Workers commute to the office via the train station at the ground level. Hybrid office spaces intersect with vertical gardens to create a dynamic and green work environment. Access to the sky lobby provides a panoramic view of the city.

The running track utilizes green space as an extension of the original Highline typology. Translucent brackets frame the view to the Hudson River and New Jersey, providing

At the podium level, the glass elevator provides access to multi-functional winter garden gallery spaces, translating the linearity of the Highline to vertical greenspace. The double core facilitates the

The corridors perpendicular to the Highline are lined with shops. The vibrancy draws the visitors away from the Highline onto the podium, connecting the Highline and the lake park and drawing the visitors out to a scenic view.

Real-Time Simulation

The rhino-twinmotion workflow allowed for live visualization and instant feedback of different patterns and textures.

Reuse Values in Pristina

Summary

The abundance of brick in Pristina unfortunately takes the form of empty shell buildings that are either abandoned or put on perceptual hold, as a result of the lack of planning, regulations, and diaspora. In a twist of irony, the former communist country of Pristina has privileged private spaces and capital at the expense of the public realm.

The logistics of modern day brick manufacturing and construction imposed a finite lifespan of 40 years. At the end of life, the brick houses are mostly dumped into illegal dump spots scattered throughout the city.

These brick houses, once a symbol of familial prosperity, now lay decrepit, forgotten. How can we reactivate the memory of the brick, and assign the material a new meaning with cultural, environmental, and socialeconomical significance?

Objectives

• Generate architectural programming by analyzing and proposing strategies for the creation of new public spaces in Pristina

• Identify potential synergy between material flows and public life

• Utilize Circular Design Strategy — where materials maintain their value indefinitely— adopt intelligent material flows that allow for designs that improve the way we organize, finance, adapt, and transform our built environment, now and in the future

Methodology

1. Research Data Collection and Visualization

Historical, Cultural, SocialEconomical Context

2. Defining Parameters

What does a brick want to be?

Collaboration with students at Pristina University

Interviews

Questionnaire

Surveys

3. Identify Opportunities

Idea Brainstorm

Life Cycle Analysis (LCA)

4. Design Proposal

Linear VS Circular Systems

Policy Making

PRISTINA, KOSOVO Prof. Peter van Assche | Design IX . Fall 2021

What a Brick Once was in Pristina...

Interviews with Locals

Nerimane Kuçi (Local Student at Pristina)

Ibrahim Kuçi (Local Engineer )

Ilir Gjinolli (Urban Design Professor at Pristina University)

“What has been built has nothing to do with cultural heritage, It just shows how builders abuse.”

“The contractor isn’t building it properly... There are so many defects they work in whatever way is easier and cheaper.”

“There are rare cases for brick houses to be renovated, as they have begun to crack after 40 years use as they have weak beams and no columns.”

What Does a Brick Want to Be?

Material Innovation

Cultural Environmental

• Circular design strategy

• Intelligent material flows

Community accessibility

Celebrate local traditions by repurposing neglected spaces

Sustainable production/ construction

• Decrease natural resource depletion

• Recycled brick as design currency

Social-Economical

• Secure dynamic public activity from radical development

Circular Design Strategy

Urban Intervention/ Application/ Program

The new system produces recycled bricks that will provide the new building blocks to transform into the activating the public spaces . Abandoned houses are now the sites of various typologies.

Residential Market Plaza Granary Bus Stop Pottery Center

Vancouver Waterfront Precinct Analysis

Vancouver, BC, Canada

Architect : James KM Cheng Architects

Client: Cadillac Fairview

Summary

In 2012, the client hired Adrian Smith + Gordon Gill to design a class A office tower in one of the most historically sensitive sites in Vancouver. Whilst the proposed tower is well designed from an architectural standpoint, but its contemporary international style concept failed to address Vancouver’s heritage and culture. The proposal was rejected by the City of Vancouver multiple times and each revision, although improved on the urban design, continued to meet resistance.

In 2021, the client decided to notify the city staff to put the permit on hold and hired James KM Cheng Architects to be the new design architect. Although JKMCA was involved as a urban design consultant with the previous proposal, the client decided to put the local firm in charge of the design as a reaction to the need for a regional design strategy. How can we adopt a design strategy that engages with all major stakeholders to ensure a democratic process and create mutual understanding?

Objectives

• Understand the perspectives of all major stakeholders make allies in the redevelopment of the Central Waterfront District

• Propose a realistic implementation strategy with a high-level framework for the vision of the Central Waterfront District

• Design and submit a building proposal that has a strong narrative and responds to the sensitivities of the site

• Obtain a development permit from the City of Vancouver

Methodology

1. Timeline and Objectives

Identify Client Goals

Addressing Site Concerns

2. Site Analysis

Historical Context

Urban Design Principles

Transportation Studies

Place-Making Strategy

3. Design Narrative

Design Concept

Massing Studies

Sustainability Opportunities

4. Public Outreach

Stakeholders Workshops

Democratic Design Process

Design Charrette

Empathy Fieldwork

5. Refine Design For Submission

Response to Public Feedback

Schematic Design Drawing Set

Quantitative Analysis/ Framework

2. DEFINE PARAMETERS

1. TASK ANALYSIS

04 CASE STUDY #2

Summary

A large consumer goods company is planning to expand their headcount by 20% over the next five years. However, the organization is expecting that advances in their industry could allow them to be more efficient in the future and require less employees in five to ten years time. They are currently 16 years into a 20 year lease at their headquarters building in the suburbs of Boston. They occupy 1 million square feet with a headcount of 5,000. Currently 10% of their space is vacant. Their current workplace standards include 8’x8’ cubicles and 150 sf offices along the perimeter. Their current vacancy can handle 5% of this headcount growth based on their current workplace standards. This headcount growth will be a mixture of contractors and employees within each of the organization’s 15 departments, and each department is expected to grow at different rates

Client Goals

• Increase space utilization while meeting both

• present and future needs

• Operate more efficiently and reduce costs

• Streamline administrative and infrastructure support

• Accelerate the adoption of industry best practices in the workplace

• Spur additional innovation

Challenges

• Provide real estate strategy based on various scenarios and identify relevant opportunities and challenges

• Provide recommendations/ optimal solution

• Propose draft schedule for implementation

Methodology

1. Task Analysis

Identify client goals and challenges

2. Define Parameters

Understand different solutions from similar companies Workplace Innovation

3. Scenarios and Alternatives

Provide varying scenarios with opportunities an challenges

4. Recommendation And Implementation

Propose the most effective solution and strategy to achieve the client’s goal

INCREASE SPACE

Acquire Satellite Offices

Lease more office space in proportion to headcount growth

• Sign a shorter lease

• Flexibly to increase space in proportion to individual department growth Have more presence in different locations

Can hire new employees depending on location

• Lack of cross-pollination if satellite offices become too silo'd

Increased acquisition/ leasing costs

Acquire Space in the Same Building

Increase floor area in the same building

Sign a shorter lease

• Proximity to established office space, sense of familiarity

Less disruption of ongoing workflow and labor input for scouting new locations

• May be able to negotiate better terms as an add on

• Dependant upon space availability

Relocation

Doesn’t renew lease upon ending

Relocate to a new area with strategic proximity

• Opportunities to relocate to urban center to attract more talent

Starting fresh in a new location can help staff feel energized and excited

• Invigorate work performances

• Moving and closing costs

• Speed of relocation

Time to adjust to new environment

Open office plan Conference/meeting booth for booking

• Cluster office

• Hybrid office

• Better communication

• Create a more efficient work

Encourage cross Space becomes adaptable

• Tenant improvement expense Staff relocation construction

Acquire Satellite Offices While Expanding

Assumptions: the company will expand in the next 5 years and all employers will return to office full time

Establishing short-term satellite offices in the city center will provide flexibility and accommodate for the different growth rates of different departments

Short-term rental will also help attract talent and allow the company to build more presence in different locations

How Can We Make the Transition Smooth?

Leading up to the big move, the office can communicate such change to the employee and listen to their concerns and questions about the move. Polls and surveys can be used to gather information and preferences on location and transportation subsidy .

LEASE ENDS

Relocate to an Urban Setting

Assumptions: New talent will flock to city center to work

As more new talent flock to city center to work, relocating to an urban setting, upon the lease expiration, presents many exciting opportunities. After 20 years in the same space, a new office space will inject fresh perspectives and bring the company in strategic proximity to talent pool, amenities, competitors, and potential investors, thus encouraging healthy competition, invigorating innovation, and providing re-branding opportunities.

To increase space utilization for present and future needs, the new office can occupy less square footage with more compact and efficient office layout, thus allowing for a better building in a better location for less money

3. SCENARIOS AND ALTERNATIVES

4. RECOMMENDATIONS AND IMPLEMENTATION

plan Conference/meeting room/call booking office layout communication more effective and work environment cross pollination becomes for flexible/ improvement relocation during

Hybrid Work Mode

Hot desking

Independent work/ collaboration schedule

• Streamline virtual collaboration tools

• Work-life balance

• Time saved from commuting Will allow the company to grow their headcount while not forcing a need for new space

• Inefficient communication

• Lack of spontaneous interactions

DECREASE SPACE

Re-purpose Space Close Out Lease

Re-purpose existing office space

Create better work environment

Use for gym/storage/annex/ other amenities

• Create innovation lab space/ experiment space

• Achieve greater talent retention

• Gain more uses

• Workplace innovation will invigorate work performances

If a shorter lease was signed, it could expire as the excess office space is no longer utilized

• Close satellite offices in proportion to downsizing

• Space can be decreased proportionally to department downsizing

• Tenant improvements costs

• Paying for space that may not be utilized 100% of the time

• If departments downsize before lease is up, spaces can be underutilized or lease term will be broken

CONTRACTION CONSTANT

How Can We Make the Users of the Space Happy?

With the new age of workplace strategy, the 8x8 cubicles is no longer the optimal office layout. To address the company’s desire to improve efficiency and happiness, open seating can be employed to replace cubicles and allow for cross pollination between departments, streamlining communication while reducing space needed. In addition to the decentralized layout, urban amenities such as gym and cafe will improve talent retention and work satisfaction.

Downsize Satellite Offices as Needed

Assumptions: Less employees due to industry advances

Downsize satellite offices as needed as a result of streamlining and increased workplace efficiency. The shorter lease terms allows for a smoother and more graceful downsizing, as spaces can be decreased proportionally to department needs. Workers can be relocated back to the new office headquarters, and this will improve administrative and infrastructural support and save money.

Follow Up

What do the employees think? Follow up with client/ employee satisfaction - in retrospect, what worked well and what didn’t? Learn from the process, prepare for future company needs, and continue industry and workplace innovation.