ApproachSpatial transformations in projects of public interest are never neutral. They reflect and actively shape the values of the societies they serve. In healthcare and infrastructural environments, the need for transformation often emerges when the world around them has already changed: through new legislation, shifting societal norms, or evolving understandings of care, mobility, and collective life.
At the same time, these everyday environments are not passive. They define relationships. The way a mental health institution is organised and designed shapes how we relate to mental healthcare and the people within it. The way a train station is structured influences how we move, interact, and share space with others. So when we transform these environments, the question is not only what needs to change—but: What kind of society are we enabling through this transformation? And what values, behaviours, and relationships are we reinforcing (or challenging) through space? To engage with these questions, work needs to start long before a spatial brief is defined. In practice, critical decisions are often made early, implicitly. If values are not clearly articulated, connected to strategy, and translated into spatial principles, they tend to disappear as projects move forward. At the same time, these transformations unfold over years. They require continuity in vision, clarity across changing teams, and a way to retain and build on what has been explored, tested, and learned. This is where many projects either lose coherence or gain strength. My approach is developed to work precisely at this intersection:
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How this takes shapeWhile every project is different, my work typically unfolds across four connected layers:
Spatial Research & Value Discovery > Future Scenarios & Spatial Narratives > Transformation Strategy > Spatial & Architectural Validation. Spatial Research & Value DiscoveryUnderstanding what is already present—and what is not yet articulated.
Transformations begin with reading a place: its spatial logic, its communities, and the systems that shape it. This research goes beyond analysis. It uncovers the values, tensions, and opportunities that can guide future development. The outcome is not a static report, but a shared understanding that can inform direction and decision-making. Example work includes:
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Future Scenarios & Spatial NarrativesWhat future narratives and aesthetics are possible?
How will they shape the organisation, community, and larger system? Exploring how values can unfold across different possible futures. I develop scenarios that make alternative futures tangible—testing how spatial, social, and systemic changes could play out. These scenarios help organisations position themselves, compare directions, and define what future they want to move towards. They operate across scales, from system-level shifts to architectural implications. Example work includes:
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Transformation StrategyHow can we ensure long-term transformation while staying adaptable?
How do we maintain vision and strategy despite changes in team or leadership? Connecting long-term vision to concrete spatial and organisational decisions. A strategy is not a fixed plan, but a framework that holds direction over time. I translate values and scenarios into spatial principles and strategic steps that guide transformation, even as conditions change. The focus is on continuity—ensuring that what a place stands for remains present in how it evolves. Example:
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Spatial & Architectural ValidationTesting how values take form in space. Validating plans, visions and strategies.
Through spatial strategies, typologies, and architectural concepts, as well as real world validation prototypes, I explore how values can be embedded in the physical environment. These explorations make future directions tangible and support informed decision-making. They act as prototypes—bridging vision and implementation, Example work includes:
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