“We want radiators, not drains” – How to foster community in an office space

 

Pearce believes the old buildings help engender a vibrant community because they come with a sense of history and place that’s hard to replicate in a new building. “We all like buildings where there is heritage, and soul, and character. And we all know that creative industries love a bit of exposed brick and stripped wooden floors.”

 

I ask Pearce about community – something developers can struggle to foster and orchestrate. “We manage the community really closely,” Pearce says. “We want people who are radiators; we don’t want people who are drains. One business out of 30 can really disrupt the atmosphere in a building.”

 

If you get a drain in the community, you don’t want to have given them a 15-year lease and then everyone else leaves…

 

To this end, the right length of lease is key: short enough to oust a “drain”, but long enough to ensure the community isn’t transient, which has meant three to five year leases.

 

“We don’t want monthly licenses as too many people come and go and disrupt the community,” says Pearce. “But if you get a drain in the community, you don’t want to have given them a 15-year lease and then everyone else leaves…”

 

Another critical factor is management – TCN have gone completely in-house to create the right level of customer service and culture. “We have members of staff on site that are full-time employees of TCN. That’s the biggest change we’ve made.

 

“We had an absolute shocker with managing agents… turning up a week after a complaint about a loo being blocked…”

 

“We had an absolute shocker with managing agents, and I’m not going to name them here, but they are a national agent and the customer service was just appalling: incorrect invoicing, not answering the phones, people turning up a week after a complaint about a loo being blocked…

 

“To be fair to them, the managing agents in the UK really struggle, because they’re not set up to provide customer service, they’re set up to have long leases and turn up at year five to argue over the rent review.”

 

As for encouraging collaboration, Pearce prefers a light touch. “You don’t want to be the most fun person at your own party.”

 

“We look for places where a business can thrive because you have a deep pool of talent resource and people are happy living in that area.”

 

“What we try to do is create a platform for businesses to come in and do their thing,” Pearce says. “Everything we do is within 2 hours of London, which continues to be a major hub. People want to be able to get to meetings in London two or three times a week, but don’t feel they need to be in London the whole time.

 

TCN’s first project was in London – a city Pearce describes as “intense and expensive.” They now prefer to develop in cities that are more “enjoyable, affordable” and have a ‘wellness’ side – with green spaces and the ability to cycle or walk to work.

“We look for good cities where there’s a good lifestyle – from affordable living, good schools, where people can walk or cycle to work – those are the macrodynamics,” says Pearce. “Places a business can thrive because you have a deep pool of talent resource and people are happy living in that area.”

 

As for heritage buildings, Pearce says they “definitely require passion and determination, there’s no doubt about that.” But that creating a “wow-factor” workspace is worth it, as the office grows increasingly hybrid. Their strategy is to work with the oddities of the existing building. “Don’t strip them out and try to create massive footplates. Use those nooks and crannies to create meeting rooms or quiet rooms.”

 

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