VOLUME 23 MAY 2009
LETTER FROM THE PRESIDENT / / 01 DESIGNER FORUM / / 02 DESIGN / / 04 OFFICE MANAGEMENT / / 06 TRENDS / / 08
10 / / HEALTH 12 / / GREEN OFFICES 14 / / TECHNOLOGY 16 / / SOHO 17 / / CASE STUDY
From the President These are certainly challenging times. We recognize the additional layers of concern and difficulty each of us must confront as we continue to manage our businesses profitably. Carefully finding our way during extraordinary economic times requires a delicate combination of realistic analysis, timely implementation of tactics, as well as a positive view of the future - based on fact. Here at Target Commercial Interiors, we are reminded of the extraordinary importance of tending to basics. • Our Clients (the best in the world, we think) are our collaborators, not simply organizations and people to whom we sell product. Together, we Create Great Spaces. • Our People. Professional, experienced, knowledgeable and determined to find the best quality, most affordable solutions for our clients. • Our Process. We continue to innovate and design the most client centered project management systems anywhere in the business. • Our Partners. The best in workplace systems, seating, lighting accessories and floorcovering, we’re proud of each manufacturer we represent. Leveraging these business basics, we are very optimistic about the road ahead. We are proud to welcome Ted Davis of RSP Architecture to our Designer Forum for this issue. Remember again, if you’d like to order full text for any of the enclosed articles, please contact Megan.Sciera@target.com.
Joe Perdew President, Target Commercial Interiors
CLIPS is a service provided by Target Commercial Interiors to help keep you informed of industry-relevant trends, issues and ideas. We survey the literature, summarize key articles and present them in a digest format for your convenience. Full text articles are © 2009 Target Commercial Interiors available by contacting Megan.Sciera@target.com.
D ES I GNER FORUM Architecture has the responsibility to make special places. It should inspire us with an uplifting experience and improve our daily lives. Each design has unique parameters and potentials from which springs a unique solution. Within each is a poetic opportunity to find a character, an essence, or a soul which will lead to a solution that uplifts our spirit. The hope is that design will create a positive emotional reaction. This requires thought, hard work, luck, passion and risk on the part of the client and the designer. It is easy to do what is the norm, but not so easy to strive for a unique design. So what makes something unique? If you think about a memorable experience, it most certainly caused a moment of discovery – resulting in seeing the familiar in a new way. I always ask our designers to place themselves inside the project and to ask themselves, “How would I like to experience this? How can we go beyond what is typical and create something special?” Approaching a building and finding a special doorway, a space filled with a warm light that captures rich materials and details, or the sound of a hidden water feature that draws you further in, all will capture your imagination and even improve your life. This concept can be applied to any component of a design problem. RSP is currently designing the Center for Magnetic Resonance Research at the University of Minnesota. A large, centrally located service yard is required to maintain distances between the intense magnetic fields generated by the instruments. We thought about how it could become more than just a service yard. Through the careful use of landscaping, a strong geometry of form and controlled views, this functional space was transformed. Our hope is that this utilitarian space has been reinvented into a contemplative and unique amenity for patients and staff alike. Design especially connects with us when we can perceive the intervention by another person. Craftsmanship becomes a bridge for people to connect to good design. People are viscerally drawn to older buildings, often because of the greater sense of human interaction created by the higher level of detail. Knowing that a person
worked on a piece of stone to create a unique detail, or that a person’s hand diligently carved a piece of wood, or the crafted interior space responds to functional requirements while providing a comfortable place to work, all create a palpable bond with the user. The craft is an outgrowth of my pleasure of building. Thinking of the idea is only half the fun. Figuring out how to build it and make it art is the other part of the equation. The Musical Instrument Museum in Phoenix will be a perfect example of craftsmanship and connection. In addition to the various instruments, the team considered the warmth of the materials, the quality of the light and the care given to providing a cheerful environment for the museum visitor. The sense of craftsmanship will present itself in the courtyard approach to the building, the carefully planned galleries, the intimacy of the music performance hall, and in the smallest details of the fine inlay on a Norwegian Hardingfele fiddle.
Ted H. Davis, AIA, IIDA
The human connection is an important piece of the architectural journey. It is the part that drives my design explorations. How would I like to experience each part of the building? What materials can be used in an interesting way? How can the space be changed to encourage people to relate to each other in a positive way? Part of the goal in design is to help the users connect with the designer’s intent. In this way, the designer’s hand is present and felt by others. It isn’t an easy process and certainly not a quick one. Design takes time. As designers, it is our obligation, as well as our joy, to think about what will take the user’s experience beyond the ordinary.
Musical Instrument Museum / Theater, Phoenix, AZ
University of Minnesota Carlson School of Management / Atrium ÂŠ Ellerbe Becket/ Peter Aaron -ESTO.
Ted has over 30 years of experience as an award-winning architect, having received more than 30 national and regional design awards in
University of Minnesota Center for Magnetic Resonance Research RSP Architects
architecture, interior design and product design. He has a reputation for transforming clientâ€™s needs into creative and innovative design solutions. His experience includes work for clients such as the University of Minnesota, Hewlett Packard, Mayo Clinic and Target, with projects that include The Musical Instrument Museum, Phoenix; University of Minnesota Carlson School of Management; LaSalle Plaza,Minneapolis; and Target @ Skyline Mall, Virginia. Ted holds a Bachelor of Architecture with Distinction, and a Bachelor of Arts, Magna Cum Laude from the University of Minnesota. He is a registered architect and Certified Interior Designer in the State of Minnesota. He also is a LEED Accredited Professional.
Ted is a Design Principal with RSP Architects, an architectural/ planning/ interiors firm with approximately 240 employees in its offices in Minneapolis and Rochester, Minnesota; Phoenix, Arizona; San Diego, California, and Tianjin, China. Its headquarters is in the historic Grain Belt Brewhouse, an award-winning renovation and adaptive reuse project in Minneapolis. RSP maintains a diverse practice with architectural expertise in retail, corporate, healthcare, higher education, hospitality, institutional, manufacturing and research, and government projects in the U.S. and internationally.
Target @ Skyline, Falls Church, Virginia
D ES I GN After The Layoff, The Redesign.
Susan Berfield. Business Week; April 14, 2008, p54 Summary: As the economic recession takes hold there is growing anxiety in the workplace coupled with a growing number of empty offices. This article explores the importance of quality designer input in fighting the depressing echoes of empty cubicles. As noted here by Steelcase’s vicepresident of design, “It’s a business imperative to transform the physical space quickly to send a clear message to the remaining employees to say we value you and we’re a viable, healthy company.” This article offers an overview of how office design firms work with clients in these situations. Design teams are called in as early as four months in advance of layoffs. They walk the offices late at night or on weekends to get a feel for the space, then meet with company executives to help them think about how to reorganize the workspace to reflect the new business realities.
When layoffs are imminent the design team moves into a hotel near the client and begins coordinating the work of movers, contractors, liquidators and furniture installers. The article proceeds to note how the design team members interact with client employees throughout the change and how they work to give them a feeling of control over their new environment.
It’s a business imperative to transform the physical space quickly to send a clear message to the remaining employees to say we value you and we’re a viable, healthy company. The article ends with three recommendations for lessening employee anxiety, confusion … and empty office space.
Office Design Can Affect Productivity Derek Sankey. The Vancouver Sun (Vancouver, B.C.); April 12, 2008, pE7
Summary: Tim Welsh, an assistant professor in the faculty of Kinesiology at the University of Calgary, recently published an article based on an experiment he carried out on graduate students that shows that the design of office workspace and the proximity of co-workers directly affect productivity. The finding: open space offices foster social and team collaboration, innovation and communication but when it comes to actually getting the individual tasks done, a more isolated environment promotes greater speed, accuracy and efficiency.
The author likens this effect to a complex assembly line where if you are doing a task and the person next to you is doing another task, you’ll be distracted and slow down because of a built in “response-interpretation mechanism” that’s hardwired into our nervous systems. The benefits of both design extremes requires an office designer to carefully assess who is going to be doing what, when and why.
Office Hours: Spaced Out: Do Open-Plan Offices Drive You Up The Wall? Better Learn To Live With It, Says Wendy Roby – A Room Of One’s Own Is Now A Thing Of The Past For Most Desk-Bound Workers. Wendy Roby. The Guardian (London); July 21, 2008, p1 Summary: The first half of this article explores the advent and growth of the open-plan office design and its building block, the cubicle. Readers are introduced to the original 1960s vision of bland partitioned desks that “disappear” into the office, and so avoid the vagaries of fashion. Each workstation would be overlayed by its occupant with individualized decoration that would turn it into “a small slice of home.” Then, the author laments, skyrocketing real estate prices brought on corporate cost-saving measures that squeezed more and more people into less and less space. Ten years ago a comprehensive survey by a large recruiting firm found that 84 percent of office workers, annoyed by bad strip lighting and overheard phone conversations, wanted a return to small individual offices. New research by the University of Calgary shows that work-rates slow when a colleague is working
on a different task within a worker’s field of vision. Other research suggests that open-plan offices are prime fishing ground for potential identity thieves thanks to overheard security information and easily seen PC screens. So why do we still have open-planning? According to one expert quoted here it’s the fault of younger workers who are culturally in tune with the collaborative ideals of the open-plan office. The younger people need to feel they can instantly call upon more experienced staff because “they learn by seeing, experiencing and overhearing.” The author believes that what’s coming is a new kind of open-plan office with “mentor pods” for managers who want to make themselves available to their employees, coupled with “quiet rooms” for silent concentration.
OF F I CE MANAGEME N T
Not Funny: Remove The Welcome Mat For Inappropriate Jokes. Elaine Herskowitz. HR Magazine; September, 2008, v53 i9 p139
Summary: Most organizations’ anti-harassment policies follow federal guidelines that prohibit verbal or physical workplace conduct if it:
• Is based on sex, race or another statutorily protected characteristic;
• Is unwelcome; and
• Causes tangible job harm or a hostile work environment.
The author notes recent survey results that find that employees are more likely to make inappropriate remarks when in the presence of those least likely to take personal offense. This puts many workplace actions or remarks outside the realm of the antiharassment statutes, since they are not overtly “unwelcome”, nor do they inherently cause “job harm” or a “hostile work environment.” The problem, according to the author, is that this suggests to employees that the organization condones otherwise offensive workplace behavior when no one is subjected to unwelcome conduct. Although there is no explicit unlawful harassment, the author strongly advises managers to intervene, since:
• Employees who participate in such exchanges can have their behavior affected toward current and future employees of the targeted groups and contradict the employers’ mission of providing a respectful workplace.
• Employees can be offended but feel uncomfortable expressing their offense and feel intimidated enough to laugh along.
• An employee can overhear or otherwise find out about a co-worker’s or supervisor’s remark and take offense.
• Managers effectively endorse bias if they tolerate discriminatory behavior.
• Harassment claims against the organization have a higher chance of success if it’s found that managers were aware of but failed to stop such behavior even if the conduct was not directed at the employee.
The article offers court opinions related to the creation of discriminatory atmosphere as well as those holding that preventing workplace harassment and eradicating discrimination are compelling government interests justifying restrictions of workplace speech. The author does not, however, favor “zero-tolerance” policies, seeing them as neither practical nor effective. She favors a more nuanced standard and offers for example the US Chamber of Commerce guidelines for creating appropriate anti-harassment policies and the EEOCs anti-harassment policies for its own workforce. Employers are advised to make clear they will take corrective action to stop such behavior even if no one expresses offense. The nature of these actions should be tailored to the severity and circumstances of the behavior and guidelines are offered to readers. The article also explores the types of employee training that helps participants understand the line between appropriate and inappropriate behavior. It also provides readers with online resources for harassment articles, trend data and employment law.
A Boomer’s Guide To Communicating With Gen X And Gen Y. CLIPS
Karen Auby. Business Week; August 25, 2008, i4097 p63 Summary: The author of this article is a Silicon Valley Gen-Xer who has created a guide for Baby Boomers to enable them to successfully communicate with their Gen-X and Gen-Y staffers. The areas of communication covered: technology, compensation, collaboration, workplace gossip, attire, work ethic, socializing and corporate loyalty.
Generation Y, or “Millennial”, born from around 1980 to around the mid 1990s. Said to be dependent on digital technology and generally a very socially liberal and politically active generation, voting in record numbers in the 2008 presidential election. 2010 2000 1995
Generation X is the generation born between approximately 1965 to 1980. Most of this generation are children of The Baby Boomers and The Silent Generation.
1990 1985 1980 1975 1970 1965
1960 1955 1950 1945 1940
1946 to around 1964: Baby Boomers in their teenage and college years were characteristically part of the 1960s counterculture, but later became more ideologically divided, although the generation remained widely committed to keystone values such as gender equality, racial equality, and environmental stewardship.
Touching The Future. The Economist (London); September 6, 2008, v388 i8596 p1 Summary: CLIPS
The proliferation of touch screens on electronic devices over the past several years has included mobile phones (notably Apple’s iPhone), satellite navigation systems and portable game consoles. Now, according to this article, PCs will soon join the crowd. The author points out that Microsoft has already demonstrated a prototype of the next version of its flagship operating system based around “multi-touch” capabilities that allow a touch screen to sense more than one finger at once. Soon one will be able to press buttons, tap icons, call up windows and rotate and stretch onscreen objects using two fingers at a time. Apple, for its part, has put multi-touch track pads on its laptop computers and is rumored to be working on touch screens for its next line of computers.
This article gives readers a brief history of touch screens and their growing influence on the marketplace and provides a glimpse of what capabilities they will bring to users, including:
• Calling up images and charts and navigating through three-dimensional maps, panning and tilting them using special multiple finger gestures; and • The ability to design gestures like drawing a loop with one finger to call up the options menu. [Microsoft is developing gestures and Apple has already introduced several of its own.] The author notes that many applications have yet to be developed to take full advantage of this technology but insists that the growing popularity of touch screens will drive applications to market in great numbers. Market research firm iSuppli predicts the sale of touch screens will grow from 341 million in 2008 to 833 million in 2013.
Looking Ahead To 2020: Help Wanted.
Susan Fenner. Office Solutions (Boston); April, 2008, v25 i41 p1 Summary:
• “Knowledge Manager” – With baby boomers leaving the workplace en masse and younger workers job hopping, companies will use this person’s services to “capture information and knowledge that could be irretrievably lost.” • “Workflow Coordinator” – Shifting alliances among diverse business partners will require someone to oversee project tasks across companies and departments, helping teams to meet deadlines and objectives and hiring and supervising contract help. • “Instructional Coordinator” – Ongoing employee training will require developing relationships with colleges and universities to bring courses on-site and online.
No Longer A Joke, The “Paperless” Office Is Getting Closer. The Economist (US); October 11, 2008, v389 i8601 p79 Summary: The paperless office predicted by futurists decades ago never materialized. As the digital era emerged, people were exchanging ever more information but technology and behavior lagged behind as emails were printed for archiving and word documents for editing by hand. A 2001 book, “The Myth of the Paperless Office,” summed the situation up nicely. This article notes, however, that the year this book was published was the very year when demand for office paper finally peaked and began its steady decline. A paper expert at Info Trends estimates that office workers in developed countries will continue to reduce their office paper consumption for the foreseeable future. Another expert quoted in this article believes that this is a generational phenomenon, noting that older people still prefer a hard copy of most things while younger workers are increasingly comfortable reading on screens and storing data on PCs or even online. Digital information after all reduces office clutter and can be “tagged” and therefore filed into many folders instead of one physical folder. It can be searched by key work and shared instantly across the office or across the world.
Increasingly firms are creating documents digitally at corporate headquarters , digitally distributing them and only printing as needed. Paper sales are rising only for high-end paper offering superior color contrast as people are demanding more beauty in the things they still print. The market for beautiful, high end paper is growing at better than 8 percent per year, causing one visionary to note the curious parallel between office paper and horses. When cars came along the number of horses in the US dropped at first but is now back where it was in the late 19th century as they are valued for special occasions, sport and their beauty to the eye.
Office Team, an international administrative staffing company, prepared a report, “Office of the Future 2020: The Evolution of the Workplace and the Skills Needed to Succeed.” Based on research and expert interviews, the report includes a section addressing jobs of the future. This article offers readers a look at the fourteen jobs expected to be highest in demand. Some, like “Compliance Officer,” “Electronic Security Specialist” and “Facilities Manager” are obvious. Others, however, offer a bit of surprise, including:
HE A LT H
Staff Keen To Know About Change Plans. Personnel Today; September 16, 2008, i179
Summary: The premise of this article is that when tough decisions need to be made in a troubled economy employees want to be kept fully informed and treated as adults. It notes that a recent study found that more than two-thirds of respondents expected major workplace change in the coming year, whether from increased work loads, new managers, relocation or job loss. Three out of four respondents want their managers to provide all information available about changes in the workplace, but
more than a third werenâ€™t confident that they would be informed in a clear and timely manner. Not surprisingly isolation is a recurring theme among many of the nearly 2500 employees surveyed, with nearly half feeling that their employers wouldnâ€™t listen to their views. What is clear to the author is this: employees feel they have a role to play in managing the coming change and organizations can manage change much more effectively by meaningfully involving employees in the process.
Know How To Sit? Local Back Care Consultant Says Simple Office Space Changes Can Relieve Pain. Nicole Paitsel. Daily Press (Newport News, VA); June 7, 2008, p1
Summary: This article contains a number of ergonomic tips for small changes in office space that can instantly alleviate back pain. A few of the tips: • Adjust your chair for your height. The back of your knees should be two finger-widths from the edge of the chair with your feet flat on the ground. People with shorter legs may need footrests.
• Use the back of your chair for support. Too much leaning forward strains your back muscles. • Bring your work to you. Your monitor should sit about an arms length from your face. Always adjust your seat first then bring your work station to you. Most people need to bring their monitor and keyboard forward.
Use the back of your chair for support. Too much leaning forward strains your back muscles.
State Buildings To Go Green Thanks To Executive Order. Jason Shelley. Indianapolis Business Journal, September 15, 2008, p31
Summary: This article explores the new state mandates in Indiana that require all new and renovated state buildings to be designed and operated for maximum energy efficiency. The author discusses the enormous benefits for building owners, including reduced greenhouse gas emissions, energy usage and construction waste, particularly regarding materials sent to landfills. He also addresses the economic boost anticipated for the state as improved air and water quality enables it to better compete for new
jobs and for the best people to fill them. The article ends with a discussion of the productivity-enhancing potential inherent in sustainable design practices. Notes one expert, “A physical layout and design of space can be just as valuable in boosting productivity as actual business processes.”
$ Panel Of Green Building Experts At Event In Minneapolis: Crunching Green Numbers. Brian Johnson. Finance And Commerce Daily Newspaper (Minnesota), October 3, 2008, p1
A panel of green building experts met in Minneapolis in late September of 2008 to discuss examples of how green building principles can result in long-term operational savings. Among the projects and studies discussed were: • A green roof for the Target Center (due in 2009) that will save the city over 20 percent on its cooling bill from June through September, as well as $76,000 annually saved from reduced storm water fees. The added building cost would be fully recovered through these savings in just over 5 years. • A 230,000-square-foot office project by Ryan Cos where $10,000 in additional building costs were paid for items like low-flow fixtures and dual flush
toilets that will save nearly 880,000 gallons of water a year and yield operational savings of more than $3,500 annually. The building – a candidate for LEED Gold certification – is also expected to save over 30 percent in energy consumption and to reduce air pollution by 33 percent compared to a base line office building. • Dimmable ballasts, lighting controls at windows, direct/indirect pendant lights and evaporative cooling RTUs are also discussed, as are their considerable savings potential and remarkably short payback periods.
Akerman Senterfitt Builds National, LEED Accredited Team Of Green Building Attorneys; Nation’s First Green Building Code Sets The Stage For Increased Litigation. PR Newswire (New York); September 22, 2008, p1
Summary: This article begins with an exploration of the areas and degrees of risk involved with green building projects. It begins with a look at the first statelevel green building code adopted by the California Building Standards Commission earlier this year, outlining the nature of the regulations as well as the potential legal pitfalls. The article warns that while California is the first to adopt formal, green building standards, “local governing bodies across the country have similar requirements and others are rapidly moving in the same direction.” One case in point discussed here is the nation’s first green building litigation involving a real estate project designed to comply with LEED silver certification by the U.S. Green Building Council (USGBC) but which did not achieve the certification. The dispute over claimed losses in green building tax credits arose between the owner and contractor, and was exacerbated by a lack of clarity in their formal construction agreement.
The surge in green building interest and concern with compliance with new laws and regulations has led to the emergence of law firms with accredited green building practices. The article touches on some of the accreditation programs being offered to attorneys and ends with a profile of one of the leading law firms in this emerging specialty area.
A Tangled Web We Weave.
Andrew Fourie. Computer Reseller News; September 22, 2008, p22 Summary: There are few Web security policies that people cannot get around with a little thought and ingenuity. Flexible, interactive Web applications like Web 2.0 have made eluding traditional security measures easier than ever before. What to do?
The answer, according to this article, is both procedural and technological. To begin with, there are many ways in which Web 2.0 tools can be useful to business operations. Managers are advised here to evaluate if and how new software tools can benefit their company. [A blanket ban of useful tools will be seen by end users as irrational and they will try to bypass or work around it.] If the benefits are significant, the company is advised to find ways to encourage the use of those tools in that context. The author claims that guidelines about acceptable usage should be publicized and backed up by a “technological enforcer.” He notes that new Web applications are constantly being created and no
sooner has a company found a tool to manage and secure employee use of Web tools than another application appears. In May of 2008, analyst group IDC introduced a new security tool, eXtensible Threat Management (XTM). The author notes that most security vendors identify new threats and quickly integrate protection into their solutions. XTM users, however, receive extended protection as a software update, which automatically integrates into their security infrastructure and is managed through the same interface.
Managers are advised here to evaluate if and how new software tools can benefit their company. If the benefits are significant, the company is advised to find ways to encourage the use of those tools in that context.
Forrester Research: Modern Professionals Require Reliable Cellular Communication Tools. Wireless News, September 26, 2008
Summary: According to this communication by Forrester Research, 21 percent of US adults currently work from home, while 80 percent of business travel organizers polled in 2008 believe business travel is set to increase exponentially over the next 12 months. The author believes that this shift is helping to launch a new generation of communications tools to efficiently and effectively address changing business needs. One example of this change is the replacement of landline telephones with cell phones. Twenty percent of US adults do not have landline phone service in their home, with most of these relying on cell phones for communication. Another is the increased use of data card-equipped laptops that offer flexibility that a cable-tethered PC does not.
The author notes that a major impediment to this natural progression is spotty and unreliable cellular reception that can periodically cut e-mail and Internet access and interfere with communication with the office as well as with clients. The article explores the growing role of cellular amplifiers in reducing these problems, notably Wilson Electronics’ new SignalBoost Mobile Professional. Signal ranges are extended, data transfer rates are increased and mobile professionals stay connected.
NICTA Develops 60GHz Technology For The Wireless Home And Office Of The Future. Wireless News; February 27, 2008, p1 Summary: This article trumpets the creation of the world’s first transceiver – a transmitter and receiver integrated together – so small that it can be embedded on a single 60 GHz chip and used in a host of devices. Audio and video data can now be wirelessly transferred at up to 5 gigabits per second [ten times the current transfer rate at one-tenth the cost], allowing the wireless networking of office and home equipment to reach critical mass and become a reality everywhere.
The author notes that benefits will extend beyond integrated communications and a boom in telecommuting. One example discussed involves consumers downloading a high-definition DVD onto their personal digital assistant at a public kiosk in seconds and played directly into their high definition TV at home.
SO H O
New muted paint colors that are less fatiguing on the eyes.
Create A Healthier Home Office: Turn Your Work Space Into A Veritable Zen Zone. Brett Hill. Shape; February, 2008, v27 i6 p62
Summary: The author of this article notes that clutter and chaos in the home office saps energy and concentration while increasing tension and anxiety. Companies are responding by designing office products with ergonomics, atmospherics and ease of use in mind. Some of the more interesting innovations for a stress-free home office:
• New muted paint colors that are less fatiguing on the eyes.
• Height-adjustable desks that offer a custom fit for workers.
• Head sets with wireless Bluetooth that can be used with land lines or cell phones and allow multi-tasking while the user sits through conference calls. The article also discusses seats, foot rests, lighting to reduce glare, and adding “green” elements like plants, fountains, rocks and wood to the office setting. The article includes a related piece titled, “Feng Shui For Beginners.”
Phoenix Children’s Hospital Health Care continues to grow in importance for the country and for Target Commercial Interiors. Phoenix Children’s Hospital, East Valley Clinic in Arizona provides an excellent example of the many ways Target Commercial Interiors can serve this market. One of the 10 largest children’s hospitals in the country, this fine facility provides specialty and sub-specialty inpatient, outpatient, and emergency care to patients throughout Arizona and other Southwestern states With 25 years’ experience, this world-class facility knows what they need to deliver world-class care. With knowledge of the client’s discerning taste and demands, our Target Commercial Interiors professional collaborated with the interior designer and the architect to deliver a full range of quality product and service solutions. Interior Design: Kim Dalton, Dalton Interiors Architect: HKS Photography: Richard Brown
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