London Housing Workshop – one year review

Q: Looking back over the first year of London Housing Workshop, what stands out as your biggest achievement?

A: “It’s remarkable to think that the London Housing Workshop (LHW) didn’t exist a year ago. In that time, we’ve built a clear identity as to who we are, what we do, and equally, what we don’t do. Moving away from small, ad‑hoc jobs and focusing on multi‑residential development has given us the space to work with the right people, invest in meaningful CPD, and take on projects that genuinely benefit from our approach. I believe that clarity has been one of our biggest achievements.”

Q: How has the brand evolved since launch?

A: “The brand has sharpened significantly. We’ve moved from an idea to a defined position with a consistent tone and a clear language and a way of working that clients understand. The shift in project type has strengthened that identity and now we know exactly what aligns with our values and what doesn’t.”

Q: What have you learned about the type of work LHW wants to take on?

A: “We’ve learned that we don’t need to do everything. Staying aligned to our position matters. Focusing on multi‑residential and mixed‑use schemes allows us to do our best work and deepen our expertise and maintain a healthier work–life balance, something we didn’t expect but has been incredibly welcome.”

Q: What kind of role does LHW need to play to deliver real value for clients?

A: “We’ve realised our value comes from leading and not simply coordinating. As architects, we’re well placed to act as the lead consultant through scheme design, planning and into technical development. Clients benefit when we shape the process, manage quality and guide the wider team.”

Q: What makes your approach different from others in the sector?

A: “Planning has become more complex, and many planning consultants have drifted into project management roles without the design or technical depth needed. We bring a more complete command of the design, planning and technical landscape which means we can manage the process with confidence and protect the client’s interests.”

Q: How do you see the relationship between LHW and planning consultants?

A: “Planning consultants are essential. Every project benefits from strong planning expertise, and our approach is built on collaboration, not duplication.

Sometimes we lead the planning application with the planning consultant supporting the strategy. Other times the planning consultant leads and we support with design, technical detail and coordination.

It is important to remember what matters is clarity — one clear lead, one coordinated process, and a shared commitment to the best outcome.”

Q: What’s the core message you want clients to understand?

A: “We lead the planning and design process, and we offer a premium service. That’s why we charge what we charge. We’re not just coordinating; we’re managing. That’s the difference.”

Q: Where do you see LHW going next?

A: “We want to be bolder in communicating our role as lead consultants. That’s where we add the most value, and it’s what clients increasingly expect. We also want to keep building relationships with people who share our mindset.”

Q: Are you planning to expand into larger or more complex projects?

A: “We’ve discussed it, but bigger doesn’t always mean better. What matters is staying aligned to our brand and doing the work we’re good at. The last year has shown that focusing on the right type of work leads to better outcomes and a better lifestyle.”

Q: What changes do you want to make in how you communicate your offer?

A: “We need to be clearer about being the lead consultant — managing planning, managing design, coordinating the wider team and navigating new legislation. We’ve embraced the challenges of the Building Safety Act and emerging environmental requirements, and we’re well placed to guide clients through that landscape.”

Q: Do you feel any changes are needed in your approach?

A: “I’m proud of where we are at the end of year one, but we can be even more confident in telling people what we do. We’ve built a strong foundation — now it’s about communicating it clearly and consistently. And we want to keep using the time we’ve created to explore new ideas, test new approaches and invest in CPD.”