Twelve + | Communicate | Design | Build

TWELVE

+

Communicate | Design | Build

DESIGN OF AN ARCHITECTURAL BUSINESS

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+ TWELVE 00

Executive Summary

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01

Our Story

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02

Our Ethos

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03

Our Specialism

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WHAT WE DO 00

Our Business Strategy

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01

B Corp Responsibility

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02

Organisational Structure

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03

Our Members

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04

Employee Care

32

05

Where to Find Us

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OUR COMPANY 00 Our Approach

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01

Administration

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02

Application

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03

Architecture

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MARKETING STRATEGY 00

Marketing and Branding Strategy

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FINANCIAL STRATEGY 00

Business Dynamics

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01

Payment Options

58

RISK MANAGEMENT 00

Data Management

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01

Liability

66

02

Quality Assurance

68

FUTURE TRAJECTORY 00

PESTLE Analysis

72

01

SWOT Analysis

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CONCLUSION

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LIST OF FIGURES

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BIBLIOGRAPHY

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4

1

TWELVE +

00 EXECUTIVE SUMMARY

Introduction Through the use of technology, the construction industry has come a long way from architects painfully drafting construction drawings by hand and delivering them to site. Technology has brought not only instant messaging but the transference of architectural drawings instantaneously from anywhere in the world. This technology has allowed the construction industry to design and build projects simultaneously. This advancement in technology has diluted the architects’ value in the design and management of projects, and instead, responsibility for managing construction projects is often being left to the main contractor.

Architects work closely with main contractors to provide detailed drawings in stages as they become required, while site managers painstakingly piece together the formalities of site life; managing the ever complicating risky environment and aiming to bring a project into a neat (on budget) completion.

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Our architectural practice sees opportunity in the communication issues of this construction process, that can both help to alleviate some of the challenges, and concrete the architects’ role in the construction process once again.

Our Practice TWELVE+ is an architectural practice that has developed an application to work within the industry, manage the construction process and create a tidy system of communication between all parties involved. The aim is to create a platform for construction management that will enable the architect to regain control of the industry and form a strong bridge of communication between all parties on site.

The long term goal for TWELVE+ is to build a network of projects that feed data into the application. This data will be used to identify areas of the projects that may not work as intended or materials that do not last the intended duration. We wish to use the collected data to better ourselves as designers and provide a continually improving service to our clients.

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01 OUR STORY

TE CH N GY LO O

TWELVE +

RE U T EC

Communicate | Design | Build

AR C HI T Figure 1: TWELVE+ Start-Up Organisational Structure (Authors Own, 2019)

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2010 Ten MSA graduates began working in architectural practices.

Met each other for drinks, began discussing the state of the industry. We reminisced about PS3 and Rob and John’s warnings...

2013 ...We began discussing creating a project managment platform that would revolutionise the way the built environment would operate.

We reached out to our contacts in the tech industry for assistance.

The business took off, we began researching and developing our platform using our experiences as reference.

Each of the twelve members invested money (time and energy) into developing a business model.

Our members left our practices to form TWELVE+, bringing with us our clients and experience.

2015 Using our project management platform in-house, we ran our own projects, creating a successful solution to the industries issues.

2017 We developed the application to enable us to sell subscriptions to other firms.

TWELVE + Communicate | Design | Build

2016 We started to realise the potential of the platform when we began to receive enquiries from other practices.

Currently We currently use our information/data to feed back into our business from the many clients that use our service.

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02 OUR ETHOS

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Communication

Transparency

Within TWELVE+, our main aim is to rectify communication problems within the built environment industry.

Being open and honest with our clients and colleagues is key to our success within the industry.

A central issue within the industry is the siloed nature of the professions (Morrell, 2015). By developing a communication platform, we are continuously improving collaboration among our users; meaning that projects are managed to encounter fewer issues at every stage.

We believe that being transparent benefits everyone within the project.

Contractual relationships often run into issues when individuals are unaware of each other’s needs, leading to trust and integrity being diminished (Fewings, 2009). Within our platform, we have created transparent relationships, continuously improving trust among professionals and clients.

Value

Accountability

At TWELVE+, we value everyone.

In an industry where value is often compromised for profit; we put our values at the forefront.

Being accountable for our actions at TWELVE+ works hand-in-hand with presenting transparency within our business.

Value is often difficult to quantify; Architects frequently face this issue within the industry as they struggle to evidence their worth (Samuel, 2018).

From the value of our employees to the value of the professionals we collaborate with, we ensure that everyone’s value is understood, appreciated and respected.

We believe that accountability within our firm allows us to make informed decisions.

Accountability can be imagined as an approach, many decisions can be made based on time, intellect, finance or technology; but striving to be accountable can enable us to think differently to achieve our objectives (Bustin, 2014).

Within TWELVE+, we make sure our business is accountable for its actions, and our users are accountable for theirs.

Promoting a transparent and trusted environment.

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03 OUR SPECIALISM

At TWELVE+, we offer a unique project management platform. The platform not only enables clients to efficiently track their projects, but it also allows professionals involved in the project to collaborate with ease.

TWELVE+ starts with the architect. By putting the architect at the beginning of projects, clients can fully communicate their project aims from the start, cutting out middle management. The TWELVE+ app is based on a subscription service (much like Auto Desk and Adobe) to ensure we can continue improving our platform.

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Throughout the development process, we believe that by valuing communication, collaboration and transparency, professionals can work together through TWELVE+ with minimal risk.

From the initial brief to post-occupancy, the TWELVE+ app ensures projects run smoothly. With continuous feedback from our stakeholders, we ensure that our platform is always up to date.

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Figure 2: App Processes (Authors Own, 2019)

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WHAT WE DO

00 OUR BUSINESS STRATEGY

REGISTERED ARCHITECTS

ARB Registered Architects RIBA Chartered Architects

Figure 3: Registered Architects of TWELVE+ (Authors Own, 2019)

At TWELVE+, we pride ourselves on being B Corp certified, meaning that we are obliged to consider the impact of our decisions above our profits (Certified B Corporation, 2019). We are also a RIBA Chartered Practice, and of course, all of our Architects are registered with the ARB.

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To ensure we satisfy the requirements of our RIBA Chartered Practice; our ten Architecture graduates have remained ARB Registered, while only the four

core members of our Architecture team are RIBA Chartered. As a practice, we want to ensure that the people we work with are aware that we adhere to a high standard. We are dedicated to producing a high quality of work within our business, ranging from the architecture we create to the platform we provide. Therefore, all of our employees follow the ARB Code of Conduct (ARB, 2017) and RIBA Code of Professional Conduct (RIBA, 2019).

DIVERSITY

TWELVE+

Figure 4: Diversity in TWELVE+ (Authors Own, 2019)

TWELVE+ is a multi-disciplinary team, composed of experts in architecture and technology. We support a diverse range of members within our business. Our staff come from a range of backgrounds, offering varied approaches to the way we do things. Our directors maintain a 50/50 gender split, ensuring that within our business there is no gender pay gap. We believe that to best promote equality in the workplace, we need to be transparent with our data. Therefore, although we are not legally obliged, we

ensure we constantly publish our gender pay gap reports.

All of our twelve core members have equal equity within the business. This allows everyone to have equal responsibility and rights in the management of our firm.

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OUR BUSINESS STRATEGY

Being a Private Limited Company (LTD) TWELVE+ is a Private Limited Company (LTD). We believe that being an LTD company is most suitable for the structure of our practice as it operates as a distinct legal entity to our directors and stakeholders. The owners of an LTD company are known as shareholders and each member holds a certain number of shares in the business. A benefit of being an LTD company is having limited risk of the company failing; if the company is failing, a shareholders risk is limited to the value of the shares they hold. Being an LTD company means that our business accounts, directors and information on any other significant person needs are open to the public. We believe that this offers the public a level of transparency akin to our ethos.

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To guide the way TWELVE+ is managed, we have drawn up our articles of association to best represent our firm.

Within this document, we have set out members rights, benefits, liabilities and responsibilities. This includes annual director meetings that help to redefine the articles when required to respond to our changing society.

EQUAL SHARES

Figure 5: Equal Shares between members (Authors Own, 2019)

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01 CERITIFIED B-CORPORATION

Within recent years, committing to improving the environment is increasingly on everyone's agenda. Our ethos at TWELVE+ strives to be as transparent and accountable as possible; therefore, we believe that being B Corp Certified promotes this well within our business.

TWELVE+ aims to achieve a more inclusive and sustainable economy which balances purpose and profit, by being B Corp Certified helps us to prioritise these goals.

TWELVE+ becoming B Corp Certified

What is a Certified B Corp?

TWELVE+ underwent an impact assessment in which we were compared to other businesses, we managed to achieve a point score of 90. At TWELVE+, we implement an improvement plan to raise our score in the future years of the company (B Lab, 2019).

B Corp certification is a relatively new concept within the United Kingdom. It is a third-party certification administered by non-profit organisation B Lab UK (B Lab, 2019a), this goes beyond product certification and ensures that companies are making positive social and environmental impacts. 'B Corp is to business what Fair Trade is to coffee' (PwcUK, 2019:Online).

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After operating TWELVE+ for a year, our company decided to apply for certification. Being accredited is based on a companies performance concerning the following four criteria; governance, workers, community and environment.

Each criterion is awarded points, to become certified a company must achieve a minimum of eighty points.

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average

TURE TR A FU

90

RY CTO JE

B IMPACT SCORE

Twelve+

GOOD

GREAT

OUTSTANDING

0

EXTRAORDINARY

200

BUSINESS CASE

Figure 6: B Impact Score (Authors Own, 2019)

Engage with leadership onboard

Get baseline

Complete the assessment

MEASURE THE IMPACT

Know your business case

Finalize & submit

Documentation & Review

PROTECT YOUR MISSION

Meet the requirements

Understand your roadmap

Figure 7: Step-by-step Guide to be a Certified B Corp (Authors Own, 2019) 21

01 CERITIFIED B-CORPORATION

Why TWELVE+ Certified?

is

B

Corp

Being a B Corp Certified business allows us to build connections with individuals and businesses that share our values and ethos. In joining a movement that redefines success in business, we are creating solutions to social and environmental problems.

We believe that being Certified is a positive selling feature within our company when it comes to recruiting talented staff members. Global Tolerance recently reported that 42% of employees are motivated to working for companies that have a positive impact (Stott, 2016).

Research has shown that firms that go beyond traditional corporate social responsibilities have demonstrated higher employee productivity (Cook and Fowler, 2018).

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Being B Corp Certified allows us to differentiate ourselves from our competitors. Our certification demonstrates our mission to make a positive impact and allows us to attract clients with compatible values. We believe that maintaining our certification allows us to further track our performance, as well as identifying areas for future improvement.

NMENT IRO V EN

Environmental Practices Sustainable Transport

35.2

Local Suppliers, Distributors & Products Employees Volunteer within Community

20.4

9.7 ORCE KF R O W

NITY MU M CO

Employee Satisfaction Flexible Work & Job Sharing

Paid Maternity/ Paternity Leave

NANCE ER OV G

Mentoring

Accountability

Transparency

24.7

50 / 50

Gender Split

Diverse Management Education Opportunities

Health and Safety

Figure 8: Criteria to be met (Authors Own, 2019)

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02 ORGANISATIONAL STRUCTURE

When we initiated TWELVE+, each of our twelve original members invested equally in our business. Our TWELVE+ members have continued to be equal shareholders as our company has expanded.

Since our start-up, the TWELVE+ team have always been involved in every aspect of the business. Initially, our Architecture team would take up roles within finance, marketing and other sectors alongside their day-to-day work.

Since expanding, our members naturally gravitated into departments that aligned with their interests. Now our team comprised of multi- disciplinary workers in our three core teams; Administration, Architecture and Application.

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As a team, we all form the board of directors. We hold quarterly meetings to discuss any decisions that would affect the future of our company, including discussions for our business plan.

At TWELVE+, we hold monthly meetings to keep everyone in the firm consistently updated. A new representative is elected from each department to partake in the monthly meetings, bringing forward any concerns or suggestions to the team.

ED TEAM SPA CE END T EX

TENDED CE EX TE A P AM S

SP A

ARC HIT EC TU RE

CE ION AT IC PL AP

CORE TEAM

CORE TEAM

2

ERS LD O H RE A SH

MONTHLY REPRESENTATIVES

CORE TEAM

1

SPACE EXT E ND E

TR ADMINIS ATION D

AM TE Figure 9: Current Organisational Diagram (Authors Own, 2019)

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(HR Administrator/Architect)

Kimberley Androliakos

(Accountant/Architect)

Emmanuel Adedokun

(Business Manager/Architect)

Leanne Hobday

(Architect)

Farid Abdulla

(Coder/Architect)

Irvine Toroitich

(Marketing Director/Architect)

Hani Namirra Abdul Nasir

(Architect)

Michael Foster

Lauren Jakeman

(Architect)

(Programmer)

Khairul Asyraf Mohd Rodzi

(Architect)

Aishwarya Somisetty

(Software Architect/Architect)

Evgenia Papaiakovou

(Software Developer)

Joshua Jenje

03 OUR MEMBERS

ADMINISTRATION TEAM Leanne quickly became invested in the day-

to-day administration of TWELVE+ upon startup. She began to study business management at the open university after hours and now works solely from within the administration team. She is keen on expanding the business and improving productivity in the workplace.

Kim is in charge of our employee satisfaction and the general day-to-day running of the business. Since expanding, Kim has started a business management degree at the open university. Kim is keen on ensuring our employees are engaged in their positions in the firm and is keen to optimise the day-to-day performance of TWELVE+.

Hani is in charge of our marketing, branding and advertising sector in administration. After our initial start-up, Hani was keen to develop solutions in advertising. As part of her training, Hani frequently completes online marketing and optimization courses to expand her knowledge. She has great attention to detail and is enthusiastic about the potentials in enhancing our advertising.

Emmanuel is in charge of the financial

side of TWELVE+. After finishing his degree in Architecture, he found himself invested in the monthly cost meetings at his previous firm. After completing a part-time degree in accounting, Emmanuel became the leader of finance within the administration team. He is keen to expand his knowledge, often taking part in training courses.

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ARCHITECTURE TEAM Michael is passionate about ensuring the public and users are content with our work in the architecture team. He often arranges community and user consultations to receive feedback on proposals for the TWELVE++ team. After having lots of experience in customer service during his time at university, Michael is friendly and highly approachable; adding great value to the team.

Aishu has always been interested in sustainability in the built environment. She frequently engages in training workshops to understand new materials and processes within the industry. Aishu advises our architects on how to achieve a sustainable and efficient design in TWELVE+. She is committed to expanding her knowledge and creating a better environment for the future.

Lauren is committed to providing accessible and inclusive environments within our designs. Within her previous practice, her team specialised in designing for disabled users. She became passionate about allowing everyone to feel welcome within every environment. Lauren works closely with Michael to understand how people approach and use spaces.

Farid focuses his work on the conservation and restoration of buildings. He has previously worked closely with heritage and conservation projects in previous practices. Farid believes that the future of architecture will focus on the reuse of existing architecture, and is keen to retain the integrity of our existing built environment.

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APPLICATION TEAM Josh has always had an eye for detail. After completing his degree in computer science, he soon concentrated his knowledge in software development. Josh is focused on designing and testing systems to optimise performance. He was excited about the initial proposal for the application and has worked on the programming since the start. Since expanding, Josh has been focused on revising our application to meet the requirements of our users.

Khairul is an expert in learning new programmes and techniques. He initially completed an apprenticeship in programming to understand the basics of how to improve and solve problems. Since working within TWELVE+, Khairul often completes training courses to expand his knowledge as new languages are developed. He thoroughly enjoys problem-solving and is enthusiastic about designing out problems within the management of projects.

Eugenia focuses her attention on research within the application team. After the start-up of TWELVE+, she worked alongside the application team to advise them on the needs of our users and appropriate solutions. Since expanding, Eugenia has completed her degree in software design and works within the application team to ensure our platform is up-to-date and fit for purpose.

Irvine has a passion for understanding technology. During his time in practice, Irvine often spent his free time understanding computer languages and researching about how to code. After starting up TWELVE+, Irvine decided to spend his free time completing an open university degree in information systems.

He works closely with Khairul to develop solutions for the application.

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05 EMPLOYEE CARE

Initiation

Benefits Scheme

At TWELVE+ we provide our new team members with welcome packs during inductions. We believe in ensuring that all of our employees are satisfied from the beginning of their employment. Our welcome packs detail not only their contracts, obligations and positions but also the perks of working within TWELVE+.

Our business aims to provide a workplace that empowers and accelerates our employees. TWELVE+ provides our employees with a great benefits scheme; we implement 4- day work weeks, team building events, paid volunteer leave, suitable maternity and paternity leave, and job-sharing positions.

Throughout their probation period, our employees are provided with the essential training needed for growth within the company. Continued staff training has been proven to increase engagement within the workplace, this leads to higher job satisfaction and has been reported to increase employee retention by 59% (Gallup, 2017). Training has become a staple within our business, continuing through our careers to guarantee that we are up to date with changes within the sector.

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20% Lower Overheads

Higher Productivity

BENEFITS OF A FOUR-DAY WORK WEEK

Improved Efficiency

Better WorkLife Balance

More Teamwork

4-Day Work Weeks

Team Building

As opposed to a standard five-day work week, TWELVE+ provide our employees with a four-day workweek. The four-day workweek has proven to have many advantages, such as; an improved work-life balance, reduced stress levels, improved commitment, and improved overall life satisfaction (Roy, 2018).

Our firm understands that team building activities can significantly increase our employees' confidence, leadership skills, trust and engagement (Midura and Glover, 2005). We believe that outof-office group trips help our employees to create stronger bonds, empowering them to work better within the office.

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05 EMPLOYEE CARE

Freedom to make decisions

Optional dates Positivity and shared ideas

Paid leave

Good working relationships

Supporting charities Flexible work hours

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Paid Volunteer Leave

Job-Sharing

TWELVE+ understand the importance of having out-of-work commitments. We believe that by giving our employees the option to spend some of their time supporting communities and charities of their choice, they will feel happier with the time they spend within the office. As a brand, we believe in giving back and supporting worthy causes; therefore, we believe our employees should have these choices available.

In some circumstances, we understand that to create a good work-life balance, our employees need to work part-time.

To work around this, we have introduced job-sharing to TWELVE+. Job-sharing allows our workers to be flexible, whilst meaning that the department can stay afloat.

W 50

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Maternity

FULL-PAID

25

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Paternity

HALF-PAID

25

FULL-PAID

2

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Maternity and Paternity Leave At TWELVE+, we understand the importance of having a good worklife balance and the value of building a family. We offer our employees a full-paid 25-week maternity leave, and up to a 25week half-pay additional maternity leave (AML) package, meaning that employees can take up to a maximum of 50 weeks maternity leave. This ensures that our employees can continue progressing in their careers after starting or expanding

their families. We offer full-paid 2-week paternity leave for members taking time off for adopting a child, having surrogate children, or when their partners are having a child, as well as this, we offer 2-weeks half-pay additional paternity leave, meaning that employees can take up to 4-weeks paternity leave.

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04 WHERE TO FIND US

PIC

CA

DIL

LY

Piccadilly Gardens

Piccadilly Plaza

TWELVE+ ARE LOCATED WITHIN BUILD STUDIOS. WE ARE JUST A 15-MINUTE WALK FROM MANCHESTER PICCADILLY STATION.

China Town

Bus Station

To Piccadily Station

Figure 10: Location Map of our Office (Authors Own, 2019)

What is Build Studios?

Build Studios are a non-profit organisation that supply rentable spaces for professionals in the built environment sector (Build Studios, 2019). Build Studios provide free tea, coffee, fixed lockers and cycle storage for workers within the building. Individuals such as engineers, consultants, and architects work within the co-working spaces.

Why Work Here?

TWELVE+ operate from within Build Studios as we believe that it is the best place to network with individuals within the industry. In this environment, we can socialise, work with and advertise 34

with like minded professionals. By renting our spaces, we have flexible and affordable working environments within Manchester Central. Our working space in Manchester is easily accessible via public transport, bicycle, motor vehicles and on foot.

Build Studios are dedicated to helping businesses within the built environment, aiming to address issues within the sector.

The company often provide networking, mentoring and industry events, helping TWELVE+ to expand our company from within the workplace. Since our platform is dedicated to supporting all members of the built environment, we feel as though Build Studios is the perfect fit for us.

OFFICE ON THE 1ST FLOOR

Figure 11, 12, & 13: Build Studio Offices (Build Studios, 2019) 35

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OUR COMPANY

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00

ARCH ITE

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ON TI

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TWELVE +

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Figure 14: Our Practices’ Approach (Authors Own, 2019)

Our Approach Within TWELVE+, our business operates from three distinct sectors; Administration, Application and Architecture. Our administration team are responsible for ensuring that the business is running smoothly, the application team provide the platform in which our architects and other firms manage their projects, and our architecture team complete a variety of design projects and schemes.

Each of our sectors works together to help to create a better-built environment.

While they all operate differently, they all feed into each others' successes.

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01 ADMINISTRATION

What we do

How we do it

The TWELVE+ administration team are broken down into general management, marketing and accounting. These teams work on the overall success and development of the business, but also the sectors individually.

The administration has a core team of four founding members, each member is responsible for managing different aspects of the team. Having different areas of expertise means our administration team are collectively able to make informed decisions for the firm.

The administration team typically manage the architecture team by arranging their CPDs, analysing timesheets to ensure projects aren't overspending, scheduling business-related meetings, and planning/ orchestrating their future business plans.

In regard to the application team, the administration is responsible for ensuring finances are sufficient, the app is well advertised and we consistently revise the business plan based on market trends.

The administration team are not required to generate any income for the business, they are solely responsible to ensure the business is running successfully and preparing strategies for the future of the company.

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The administration team host monthly meetings to keep the sectors familiarised with how the business is running. The monthly meetings allow each sector to know how their sides of the business are progressing and how they can improve their internal management. Quarterly board meetings are then arranged by the team to ensure everyone is aware of the future business plans. The administration team facilitate the engagement between the architecture team and the application team, recording ideas the two teams suggest and helping to put them into action; financially, publicly, and successfully.

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EMPL OY

TS RGE TA

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Figure 15: Administration Duties (Authors Own, 2019)

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02 APPLICATION

What We Do The main key feature of the TWELVE+ application is that it is project management. It creates a platform that allows you to develop the initial concept designs to planning application submissions. The technical design section allows you to examine the buildings technical aspects, applying for building control application and building regulation approval. The application also updates you on the construction phase, handover, close and in-use stage.

throughout the building into our live data base accessible via the app.

How We Do It

Feedback Loop

The application has 7 advice stages; Meeting and Briefing, Application Registration, Concept Design Development, Technical Design, Construction, Handover and Building InUse and PLUS stage. Each stage has objectives and processes connecting to section and a link to the RIBA plan of work.

Within the application, we have a feedback loop interface which allows us to directly engage with the technical team. This helps to improve the application and solve any problems we may encounter. A feedback loop is a powerful tool as it enables us to adjust the application’s performance and meet the desired output response. Feedback is essential when promoting change, whether it be seeking it, giving it or receiving it. The benefits we have from the feedback loop is that it improves retention, performance and provides a clear expectation of performance.

Data Building performance is collected over a period of time by sensors placed 42

Targeted Groups The target audience for our TWELVE+ application is pitched to everyone in the built environment but mainly suited for architects. Whilst the application is used by all professionals in the built environment it is distributed to architects, as they are the only ones using it.

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Communicate. Design. Build

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Contracts, Agreements, Drawings

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The Almshouse Association

Payments

1

Payments per stage

Figure 16: Application Team’s Approach (Authors Own, 2019) *This will be further explained in the Design of the Development Process Journal

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03 ARCHITECTURE

What We Do

Passion Projects

Within TWELVE+ we have 10 people in architecture, all have worked in practices, meaning that each as a team we have got experience in a wide range of sectors. At the beginning of the practice, we used a range of different clients and projects to help promote our business.

At TWELVE+ we have begun to cater for passion projects as they are good for our methods as well as the B-Corporation.

Passion projects are activities in which we take on in order to gain benefits.

We believe that passion projects help employees tap into their inner motivations and drives. They also give us joy and encourage us to work harder and push through stressful days. An example passion project is Almshouse, a charity that supports vulnerable people by providing affordable housing. We still do normal projects but hope in the future to mainly do passion projects.

How We Do It The application is a project management platform that allows individuals to communicate, manage and restore the lead to design through the use of it. The project management platform allows us to work on projects at any scale. TWELVE+’s application ensures that communication is key so that there is no miscommunication or lack of understanding of the information and is documented and fair to all parties.

Targeted Groups

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Our target audience at TWELVE+ is everyone, whether it be individual professionals, contractors, developers, manufacturers or architectural practices.

Everyone is targeted as our audience due to working through the application.

Feedback Loop The feedback loop at TWELVE+ allows architects to figure out issues and improvements within the application. The architecture team coordinates with the application team in monthly meetings to communicate and discuss data feedback.

This way, communication can show how things could be read better and data will show where the issues are.

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PUBLIC BU IL

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Figure 17: Architecture Team’s Passion Projects (Authors Own, 2019)

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4

MARKETING STRATEGY

00 MARKETING STRATEGY

Marketing and Branding Our marketing strategy at TWELVE+ is to promote our business using a wide range of platforms. We do this to target a broad variety of clients and industries.

An online presence is very important for our business. We use platforms such as Instagram, Twitter and Facebook to advertise our work and our application.

Within the practice, we use Hootsuite to get insights into the engagement on our posts. Using Hootsuite enables us to make decisions about which platforms are most suitable for certain content, allowing us to choose a suitable platform to advertise our practice and application.

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In addition to having a strong online presence, we believe that networking is equally important within our business.

At Twelve+, our teams often attend networking events, allowing us to engage with a variety of professionals.

By organising a launch party for our application, we were able to branch out to a range of professionals, who in turn, promoted our application to a variety of architects. As an alternative to networking events, our team often promote our application using CPDs within architecture firms, engaging in public talks about our platform, and lecturing to university students to ensure future architects are aware of our service.

Continued Professional Development

Public Talks

BRANDING

+

Advertisement

TWELVE+ PRACTICE

Content Delivery Mechanism

TWELVE+ APP

TWELVE+ WEBSITE App Store Optimisation

Website & Social Media Platform

Networking Events

Figure 18: Marketing and Branding Strategies (Authors Own, 2019)

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MARKETING STRATEGY Content Strategy for Mobile App Launch

Creating community within building environment OUTREACH

Viral Marketing

Firm’s Website ASO

Re-targeting

“MARKETING YOUR APP BEGINS WITH PRE-LAUNCH

Media Coverage

”

Research

BEFORE LAUNCH

APP LAUNCH

AFTER LAUNCH

Ian Heinig, Writer for the Manifest

Figure 19: Content Strategy for Mobile App Launch (Authors Own, 2019)

Market Research Before launching any company or application, a thorough market research should always be carried out, in order to acknowledge any competitors. In this way, TWELVE+ was able to design and market itself in the best way possible, considering all existing products, and fulfilling market/costumer needs efficiently. This reduces the risk of marketing a product that is unnecessary and will not be used.

Before making our application public in 2017, we began to create a content 50

strategy to enable our application to be as successful as possible. This required us to research our target audience, adjust our firms’ website, engage in media coverage for the platform, marketing the app online, and ensuring that the strategy is continuously revised post-launch. With so many different applications within the industry, we decided to invest in app store optimisation to help us improve our rankings within the top app stores (such as apple app store, google play and windows store). Among all of our platforms, we always use keywords to help increase our businesses appearance in relevant searches.

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5

FINANCIAL STRATEGY

00 BUSINESS DYNAMICS INITIAL OVERHEADS Initial Overheads

DESIGN SOFTWARE

CURRENT CurrentOVERHEADS Overheads

CONSULTATION

DESIGN SOFTWARE

APPLICATION DEVELOPMENT

IT EQUIPMENT

CONSULTATION

APPLICATION DEVELOPMENT

IT EQUIPMENT

TWELVE + RUNNING COSTS

RUNNING COSTS

INSURANCE

INSURANCE MARKETING

B CORP CERTIFICATION

Figure 20: Business Overheads (Authors Own, 2019)

LEGAL REGISTRATIONS

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LEGAL REGISTRATIONS

MARKETING

B CORP CERTIFICATION

+

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Initial Investment Our mission within TWELVE+ initially was to be financially autonomous. Upon startup, the company was employee funded by the original twelve members, these continue to have equal equity within the business.

Our members initially agreed to reduce overheads during start-up to ensure the company would be able to survive during the launch of TWELVE+, having this agreement allowed us to be agile and 54

flexible until we were generating enough income to expand our overhead costs to allow for a better work environment, additional staff, and the allocation of ample staff benefits.

Having a multi-disciplinary team from the offset meant that the majority of our business could be managed in-house.

Having a large office space, defined employee contracts and large outgoings were therefore not appointed during the initial start-up period.

SHORT TERM

PROJECT MANAGEMENT PLATFORM

Forecasting Time-scales

3 - 6 Months

ARCHITECTURE

Forecasting Time-scales

1 - 2 Years

MEDIUM TERM

6 - 18 Months

2 - 6 Years

LONG TERM

18 - 36 Months

6 - 10 Years

Figure 21: Predicted Timescales within Sectors (Authors Own, 2019)

Future Outsourced Investment

Forecasting

For the future of TWELVE+, our members have decided that the ideal outside funding would be supplied by a venture capitalist. By sharing our equity this way, our company would be able to expand within the market.

At TWELVE+ we research the trends and demands in the market to understand how best to plan the future of the business. We expect our sectors to expand at different rates, this change will be monitored and reviewed, allowing us to understand the needs of the business.

Having venture capitalist funding the future of our company, we would be able to bring in additional advisors within the business, allowing us to create a strategy for expansion. We feel as though the application and architecture sectors within our business would undergo expansion at different rates, while the application has the potential to be utilised around the UK, the architecture team does not expect to expand at the same rate.

In alliance with our ethos and B-Corp Certification, we refuse to make changes to our business that are pressured by capital gains, instead; we make educated changes, using research, feedback and employee knowledge.

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00 BUSINESS DYNAMICS

Diversification and Agility Our company itself is diverse in the way that it operates. Managing an architectural practice as well as a built environment platform. A strength within the TWELVE+ architecture team is the diverse range of projects we undertake.

Our aim within the architecture department is to continuously expand our portfolio, showing our assorted skill set.

One of our current priorities at TWELVE+ is ensuring that we are aware of the needs, ambitions and aspirations of our employees. We are dedicated to providing a harmonious work-life balance. We hope to eventually invest in a fixed workplace for our employees, eventually moving out of Build Studios. TWELVE+ are always proactive in financially supporting the professional development of our team in their pursuits.

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Within the team, we use research to anticipate market trends that would negatively impact our business.

Alongside this, research allows us to find future projects, and initiate our business plan. We believe that being agile and responsive to changes in the market is vital for our business model. One way in

which we achieve this agility is by using our application's background data to understand market changes.

The application and architecture sectors within TWELVE+ both have different target customers, meaning that our marketing team forecasts differently for each. We understand the advantages of having two separate income streams.

We use these to enable us to invest in the sectors that need improving the most. Any additional profits are used to re-invest within the company, expand our sectors, and support new business ventures.

Our Employees One of our current priorities at TWELVE+ is ensuring that we are aware of the needs, ambitions and aspirations of our employees. We are dedicated to providing a harmonious work-life balance. We hope to eventually invest in a fixed workplace for our employees, eventually moving out of Build Studios. TWELVE+ are always proactive in financially supporting the professional development of our team in their pursuits.

TWELVE +

Figure 22: Investing in Employee Development (Authors Own, 2019)

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01 PAYMENT OPTIONS

Subscription Packages TWELVE

Our two revenue streams are generated in separate ways. Our application, for example, is sold using subscription packages. When purchased by a smaller firm, the platform would be able to be used on a limited number of projects.

Whereas, when distributed to larger organisations, we begin using tariff systems to distinguish packages - the sizes of companies largely impact this.

Communicate. Design. Build

The Almshouse Association

Payments Phase 3 Payments per stage

Select payment method Visa

Mr Ive ******

Add Amount

Fee Payments A large issue within the development process is the withholding of payments.

In response to this, our application is designed to schedule payments and give notice of when there are upcoming fees to be paid.

Since our application requires firms to input deadlines and payment periods via contracts; payments can be made in any way the client chooses. If a client withholds payment or has not successfully paid on time, work is postponed, not allowing users to access files or data on the application. Although we are aware this may delay works, we believe this will ensure professionals are valued for their time and does not allow clients to take advantage of workers.

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Pay

NOT PAID

International Payment

1

Swipe to complete payment

+

1

PAID

2 6 NOT PAID

PAID

3 5

NOT PAID

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PAID

NOT PAID

Figure 23: Secure Project Progression (Authors Own, 2019)

Arrange client meeting TWELVE

Communicate. Design. Build

The Almshouse Association

Contract signed

Project - Phases Build and Design Stages

Phase 1

Project Brief

Payment scheduled

Minutes

PDF

PDF

Seen by all

Delivered

Client Declerat…

Payment Sche…

PDF

EXL

Seen by all

PAYMENT CONTRACT

Delivered

terms and conditions of flexible contract

PHASE X £ COST

DD/MM/YY TWELVE

Communicate. Design. Build

The Almshouse Association

Stages Project - Stages Build and Design Stages

Phase 1 Client Decleration

Payment

Before any process can be moved forward, all parties must accept that payment has been received for work done up to the current stage of works, and is sufficient to fulfil the quotation for that section.

Data Protection

Twelve+ accept and understand the Data Protection Act 2018 and ensure that in the event of a data breach, that all parties involved will be notified, and measures are taken to ensure privacy and security will be taken.

I hereby declare that I, (I) The Almshouse Association, accept the above contract from (ii) Twelve+ as a legally binding contract.

Signed

Signed Twelve+

The Almshouse Association

£

Figure 24: Secure Payment Protection (Authors Own, 2019) 59

6

RISK MANAGEMENT

00 DATA MANAGEMENT

Our Data Management The platform we have developed at TWELVE+ is designed to improve the development process of projects.

A key feature within our application relates to data collection. By tracking the progress of our projects, we can receive background data on Workflows. For example, in the process; users can track project progress, monitor deliverables, and approve documents. By doing this, we can collect data on time scales within projects, typical deliverables, and costs relating to project scales and locations.

This enables us to benchmark data for use in future projects. Through collecting background data throughout the development process, we can identify patterns and disparities in areas within projects, flagging common issues within the different project phases. Since our application went public, we

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have been able to collect background data on projects that other firms have been running through the platform. Our application team continuously work on improving our platform based on reports of existing projects.

We knew a key area we wanted to improve within the built environment was postoccupancy, therefore, with permission from our clients, we retrofit sensors into our buildings upon completion to track the use of the buildings. In remaining in the loop with our built projects, we can understand how our buildings are operating in-use, and help clients to optimise their buildings. A positive aspect of this feature is that we often receive repeat business from our clients.

Once our clients see that we care about the future of their buildings, we are often employed in working on the data to design improvements.

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Figure 25: Data Collection (Authors Own, 2019)

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00 DATA MANAGEMENT

Why we use Blockchain Since storing and analysing data is a key aspect of our business, we understand the need to have a secure digital platform. Within TWELVE+ , we operate using blockchain technology. The nature of having a decentralised system makes blockchain ideal for our project management platform. Blockchain is a permanent and undisputable ledger of digital transactions across peer-to-peer networks (McDermott, 2017). Having this means that our data is secure and cannot be tampered with. Blockchain can track the sources of information,

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having this transparent system helps us to understand where liability falls within projects, holding individuals accountable for the information they provide, eventually building up trust between users. For example, once a document/ contract is approved the next action is instantly put in place; if there are any delays in the process, the application will be able to establish who is causing them, rendering users liable (ProProf Projects, 2019).

1

4

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Figure 25: File Sharing Through Blockchain (Authors Own, 2019)

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01 LIABILITY

Overview Here at TWELVE+, we pride ourselves in delivering projects on time and to a high quality. This ambition is facilitated through our project management platform, the TWELVE+ application.

The way we achieve this is by holding each project team accountable for their actions, this is facilitated for example by the requirement for users to digitally approve/sign what is uploaded.

Our Processes The TWELVE+ project management platform collects data from our projects in order to improve future projects.

Collected data will be stored safely using blockchain technology, meaning the information is only accessible to the TWELVE+ team. The project management platform also stores data from the construction of the building; architectural drawings, M&E drawings, site photographs etc. This information is relevant to TWELVE+ for the future maintenance of the building.

TWELVE+ contractually hold no liability for any loss of earnings that may arise from the use of our application. This contract is the acceptance of our terms 66

and conditions upon creating an account on the TWELVE+ application. TWELVE+ do not own the drawings uploaded to the application for buildings they have not designed as a practice. However, the terms and conditions upon creating an account in the TWELVE+ application, allow the collection and use of this data in our practice.

The application relies on each practice to upload and create their own contracts and manage their own liability. The TWELVE+ application takes no legal responsibility for the projects that use the TWELVE+ application and simply servers an assistant in the management role of architects.

Our application creates a secure method of payment, utilising cryptographically secured transactions. Using our platform to make secure payments allows all transactions to be tracked and accounted for in terms of construction management; however, this does not make TWELVE+ liable or responsible for transactions made through their application. Information relating to account details and personal information of the transaction is completely hidden to the TWELVE+ team unless a transaction directly relates to our practice.

No liability

T

+

Contractor

Architect Figure 27: No Legal Responsibility (Authors Own, 2019) BANK

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BANK

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Figure 28: Secured Payments (Authors Own, 2019)

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Cloud Blockchain

Building Process

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Building Complete

Figure 29: Building Processes (Authors Own, 2019)

Cloud Blockchain

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02 QUALITY ASSURANCE

Quality Clients

Assurance

for

Our

Our platform has always been designed with the client in mind. From launching the application, a client is presented with a clear understanding of the current and future progress of their projects. We use data to ensure that our clients know that they can trust their professionals, using data on delays (with causes), cost of projects (based on size), and end-project performance, we are able to provide a rating system of our professionals to help clients know who is reliable during tenders.

Using constant updates, we respond to data trends and user feedback to provide a user-friendly interface and an easy to understand development process.

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Once buildings are completed, projects remain within the plus stage. This stage reveals the live data of their buildings, testing operational performance and efficiency; presenting the information directly to clients. If clients wish to develop their projects in the future, the Plus stage will allow users to cycle back to Stage 1. This means that any previous drawings can be accessed and a full history of buildings can be stored to prevent future problems.

Managing Updates

and

Scheduling

We use systematic feedback to highlight glitches and problem areas within the system, allowing us to design solutions to improve functionality. As our application is constantly undergoing updates, we use our in-house architecture team to test new trials using simulated projects before making them public. This way we can be assured that the application will not fail post-update.

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ECT

B E D F RO M

UI

Figure 30: Ongoing Quality Assurance (Authors Own, 2019)

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7

FUTURE TRAJECTORY

00

PESTLE ANALYSIS The role of the architect within the built environment has been diminished in recent years, with the development of new materials, technologies and professionals, the architect is often undervalued.

Currently, issues have been arising in the lack of transparency and accountability in the built environment. When projects encounter issues, it is difficult to understand who is to blame, often leading to architects being accused.

TWELVE+ have endeavoured to re-establish how the built environment is managed. By creating a project management platform we have sought to redefine the position of the architect within the industry, ensure payments and contracts are administered and improve professionalism within the industry.

The economic state of society is continuously changing, with this in mind, we want to ensure that workers are not devalued in the process. Recessions have had a significant impact on workers within the built environment in the past. With the current threat of Brexit, the near future of the industry is likely to change.

A change in the market is a challenge that needs to be addressed within our business plan/strategy to ensure we would be able to function within an economic downfall. Having a resilient workforce and a fundamental platform within the industry is required to enable us to strive.

Due to our platform, we are able to target our services to a large variety of users. This is a huge strength within our business.

Using optimised advertising, we are always informed of new strategies and trends within the industry. We are resilient to change due to being able to work from a range of sectors, with specialisms in different architectural areas.

Due to our application being used by other architectural firms, our platform is networked well within the industry. With plans to collaborate with the government to make our application mandatory in the built environment (much like planning), we aim to supply a service suitable to everyone.

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Technology is a key component of our business. With the application being a digital entity, we utilise data storage networks and technological advancements to enhance our platform. With new programs and technological languages becoming obsolete, research is needed to understand market trends, assuring that time and money is not invested in the wrong areas.

Issues may arise when the development of technology surpasses the security of blockchain, meaning we need to be informed and updated in our cybersecurity. Technology is constantly developing, therefore further training is essential for the future of our business. We aim to continue expanding our knowledge and the potential of our platform, allowing us to provide the best service possible for all of our users.

From employment laws, contract laws, discrimination, building regulations and planning; the legal sector of the industry is constantly changing. To trade and function lawfully, companies are required to understand the most up-to-date processes.

With aims to become a global platform, we will need to expand our business team to include legal advisors and researchers, but ultimately contract laws will fall into the hands of the persons administering the contracts within the development process.

Keeping up to date on potential changes in UK legislation is important to us as it may have an impact on the future of TWELVE+.

Climate change is a huge issue for workers within the built environment. With the RIBA recently revealing their 2030 Climate Challenge (RIBA, 2019a), architects are urged to improve the performance of new and retrofitted buildings. If everyone plays their part, the built environment could significantly impact and address the current and future crisis of climate change.

Whilst we agree this is a huge issue, this goes further than the provisions the architect puts in place. Contractors are often finding cheaper solutions to architects instructed choices, meaning that the performance of buildings is impacted.

Whilst we cannot ensure at this stage that buildings are environmentally friendly, we want to ensure that instructions are followed, putting contracts and approvals in place across the board. Will a collaborate workforce, we aim to provide the best future scenario.

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01 SWOT ANALYSIS

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Strong ethical values maintained throughout the business Unique platform in an emerging business market A diverse group of multi-disciplinary business directors Self-started and self-directed founding members Our application provides a passive income Manageable start-up costs for a small group

Relying on external sources for data storage Inadequate IT systems delaying projects Loss of information/function in the case of business failure Initially we have limited experience within the built environment Requires access to wireless connection or mobile data in order to function Not designed for the technologically inept

Engage with the government to create a completely integrated systems Redefine project management within the industry Expanding to be a global platform Making a positive impact on society and the environment Increase the value of architects in the development process Promote professionalism as everyone is

Advances in technology that challenge cyber security Companies developing similar services General economic down turn Psychological mistrust of application Lack of experienced business acumen within the group The need to rebrand sectors in the future as application expands

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8

CONCLUSION

00 CONCLUSION

The focus of TWELVE+ is to improve the overall communication, transparency and impact of processes in the built environment industry.

Our architecture team aims to change the way architects work, not only in their engagement within the development process (using the application) but also in their attitudes to work. We believe that the future of the profession needs to be more accessible, diverse and respectful of individuals.

Our application functions as a collaborative project management platform, changing the way in which professionals work with each other and manage their projects day-to-day. With the intention to become a legal UK authoritative platform, the application has the potential to revolutionalise the development process; adding accountability, trust and engagement at every stage. By using information from each stage of previous and ongoing projects, we aim to create a database of existing buildings within the UK, meaning that retrofitting becomes a cost-effective, safe and efficient process long-term.

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LIST OF FIGURES

Figure 1: Twelve+ Start-Up Organisational Structure (Authors Own, 2019) Figure 2: App Processes (Authors Own, 2019) Figure 3: Registered Architects of Twelve+ (Authors Own, 2019) Figure 4: Tackling Diversity in Twelve+ (Authors Own, 2019) Figure 5: Equal Shares between members (Authors Own, 2019) Figure 6: B Impact Score (Authors Own, 2019) Figure 7: Step-by-step Guide to be a Certified B Corp (Authors Own, 2019) Figure 8: Criteria to be met (Authors Own, 2019) Figure 9: Current Organisational Diagram (Authors Own, 2019) 10: Location Map of our Office (Authors Own, 2019) 80

Figures 11, 12 & 13: Build Studio

Offices (Build Studios, 2019) Figure 14: Our Practices’ Approach (Authors Own, 2019) Figure 15: Administration Duties (Authors Own, 2019) Figure 16: Application Team’s Approach (Authors Own, 2019) Figure 17: Architecture Team’s Passion Projects (Authors Own, 2019) Figure 18: Marketing and Branding Strategies (Authors Own, 2019) Figure 19: Content Strategy for Mobile App Launch (Authors Own, 2019) Figure 20: Business Overheads (Authors Own, 2019) Figure 21: Predicted Timescales within Sectors (Authors Own, 2019) Figure 22: Investing in Employee Development (Authors Own, 2019) Figure 23: Secure Project Progression (Authors Own, 2019)

Figure 24: Secure Payment Protection (Authors Own, 2019) Figure 25: Data Collection (Authors Own, 2019) Figure 26: File Sharing Through Blockchain (Authors Own, 2019) Figure 27: No Legal Responsibility (Authors Own, 2019) Figure 28: Secured Payments (Authors Own, 2019) Figure 29: Building Processes (Authors Own, 2019) Figure 30: Ongoing Quality Assurance (Authors Own, 2019)

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[Online] [Accessed on 26th November 2019] http://www.arb.org.uk/wp-content/ uploads/2016/05/Architects-Code-2017. pdf B Lab (2019a) B Certification. [Online] [Accessed on 27th November 2019] https://bcorporation.uk/ certification?gclid=Cj0KCQiAt_PuBRDcARIsAMNlBdrt7v9Kfht_iwYi_jdfqy7ATDFlYsT4wFvClpGevtEXku2dfQZ7RNsaAmy7EALw_wcB B Lab (2019b) Impact Assessment.

[Online] [Accessed on 27th November 2019] https://bit.ly/2XXmVQ0 Build Studio. (2019) A co-working space for the built environment sector [Online] [Accessed on 26th November 2019] https://www.buildstudios.co.uk/ Bustin, G. (2014) Accountability: The Key to Driving a High-Performance Culture. Ebook: McGraw Hill Professional.

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Ciligot, C. (2019) A Step-By-Step Guide to Marketing Your Mobile App. Published on 16th October [Online] [Ac-

cessed on 24th November 2019] https:// clearbridgemobile.com/step-by-stepguide-marketing-mobile-app/ Certified B Corporation. (2019) About B Corps. [Online] [Accessed on 26th November 2019] https://bcorporation. net/about-b-corps Cook, A., Dixon-Fowler,H. (2018) The influence of social responsibility on employee productivity and sales growth Evidence from certified B corps. Sustainability Accounting, Management and Policy Journal 9(4)2018 pp. 392-421 [Accessed on 27th November 2019] https://www-emerald-com.mmu.idm.oclc. org/insight/content/doi/10.1108/JGR-072015-0010/full/pdf?title=evaluating-csraccomplishments-of-founding-certifiedb-corps Dogtiev, A. (2019) Top UK App Developers. [Online] [Accessed 28th November 2019] https://www.businessofapps.com/ guide/uk-app-developers/ Fewings, P. (2009) Ethics for the Built Environment. Oxon: Taylor & Francis.

Gallup. (2017) State of the Global Workplace. New York: Gallup Press.

Gray, I.A. (2019) 7 reasons why you should use hootsuite. Published on 4th April. [Online] [Accessed on 24th November 2019] https://iag.me/socialmedia/reviews/7-reasons-why-you-shoulduse-hootsuite/?fbclid=IwAR2WWLzT0V rPPuCnFQsQfa4h6Z7ORtyv0Bp6Nci1C Dj4V9PKdX2AGS81Sps Heinig, Ian (2018) 10 Steps to a Winning Pre-Launch App Marketing Strategy. Published on 7 February. [online] [Accessed on 23rd November 2019] https://themanifest.com/appdevelopment/10-steps-winning-prelaunch-app-marketing-strategy Hootsuite (2019) Social Marketing.

[Online] [Accessed on 24th November 2019] https://hootsuite.com/en-gb/solutions/social-marketing McDermott, S. (2017) What you need to know about BIM and the Blockchain.

[Online] [Accessed on 28th November 2019] http://www.bimplus.co.uk/analysis/what-you-nee7d-kno6w-ab5out-bimand-blockchain/ Midura, D W, and Glover, D R. (2005) Essentials of Team Building: Principles and Practices. Leeds: Human Kinetics.

Morrell, P. (2015) Collaboration for Change. Unknown place of publication: The Edge. [Online] [Accessed on 24th November 2019] http://www. edgedebate.com/wp-content/uploads/2015/05/150415_collaborationforchange_book.pdf PcwUK (2019) A guide to the UK B Corporation movement [Online] [Accessed on 27th November 2019] https://www. pwc.co.uk/industries/retail-consumer/ insights/b-corp.html

ProProf Project (2019) How BlockChain Technology can Revolutionize Project Management? [Online] [Accessed on 28th November 2019] https://www. proprofs.com/c/project/blockchaintechnology-can-revolutionize-projectmanagement/ Rosic, A. (2019) What is Blockchain Technology? A Step-by-Step Guide For Beginners. [Online] [Accessed 27th November 2019] https://blockgeeks.com/ guides/what-is-blockchain-technology/? fbclid=IwAR2T6dY8vgBJs5hRocmrLyF V8BtZ8x66DZd7zvGyIkEU9VT7v9vWeTyk1No Roy, E A. (2018) ‘’No Downside’: New Zealand firm adopts four-day week after successful trial.’ The Guardian. [Online] [Accessed on 25th November 2019] https://www.theguardian.com/world/2018/ oct/02/no-downside-new-zealand-firmadopts-four-day-week-after-successfultrial Royal Institute of British Architects.

(2019a) 2030 Climate Challenge. London: RIBA. Royal Institute of British Architect.

(2019b) RIBA: Code of Professional Conduct. [Online] [Accessed on 26th November 2019] https://www.architecture.com/-/media/GatherContent/ Work-with-Us/Additional-Documents/ RIBA-Code-of-Professional-Conduct-May-2019pdf.pdf Samuel, F. (2018) Why Architects Matter: Evidencing and Communicating the Value of Architects. Oxon: Routledge.

Stott, N. (2016) The Value Revolution.

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Contact Us: 31 Piccadilly, Manchester M1 1LU +44 1212 346458 manchester@twelveplus.co.uk twelveplus.com

Group A Evgenia Papaiakovou, Kimberly Androliakos, Michael James Foster, Aishwarya Somisetty, Irvine Kipkemboi Toroitich, Joshua Jenje, Hani Namirra Abdul Nasir, Leanne Hobday, Emmanuel Adedokun, Farid Abdulla, Lauren Jakeman, Khairul Asyraf Mohd Rodzi 84