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      “I sometimes feel like I fell into doing fashion” says Jonathan Anderson

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      Loewe creative director Jonathan Anderson set up the brand’s annual craft prize to decode the “chintz” and “pastiche” associations of the discipline, he tells Dezeen in this interview.

      Luxury fashion house Loewe recently announced the sixth winner of its annual craft prize at NYCxDesign, which celebrates applied arts and innovation in modern craftsmanship.
      A spiky egg sculpture by Japanese ceramicist Eriko Inazaki was selected for the 2023 award from more than 2,700 entries.
      “It became chintz”
      Anderson established The Loewe Foundation Craft Prize in 2016 in an effort to honour the brand’s 19th-century origins as a leather-making craft collective.

      Speaking to Dezeen at the awards ceremony for the prize at The Noguchi Museum in Brooklyn, he explained he also wanted to redefine contemporary understandings of artisanal production.
      “I think from the ’80s onwards, [craft] had become this thing which was linked to mid-century, it was pastiche,” said Anderson.
      “In Britain, for example, there was a lot of money put into crafts and the Arts Council to boost this idea of making, and then it became maybe chintz at some point.”
      The winning sculpture by Eriko Inazaki (front) was displayed among an exhibition of shortlisted projects at NYCxDesign. Photo courtesy of Loewe”The reason why I set the prize up was to try to sort of decode that,” he told Dezeen. “It was like it wasn’t marketed right. The work was there, but the platform was not there.”
      Young creatives are now becoming interested in craft once again, he suggested.
      “I think younger people are starting to realise that, as much as it’s interesting being a contemporary artist, it can be just as interesting to be a rug maker or to make ceramics or to work with wood,” said Anderson.
      “It’s a less sort of diminished form of the arts.”
      “I am probably a shopaholic”
      Before being appointed by Loewe in 2014, Anderson founded his eponymous label, JW Anderson.
      Although differentiated by what Anderson describes as an “angst” at JW Anderson and a “heightened perfection” at Loewe, the two brands share an emphasis on art, design, craft and interiors.
      His collections at Loewe often incorporate elements of applied arts – bringing in collaborators and craftspeople, such as metal artist Elie Hirsch who created solid copper and pewter jackets for its Autumn Winter 2023 collection.
      Loewe also presented a collection of decorated wooden chairs during Milan design week that were created by global artisans.
      “Art for me is always going to be a language no matter what brand I’m in,” he said. “Because I think this is a way for me to kind of explain to the consumer, what I love, or things that I’m fascinated with.”
      Anderson works with the internal architectural team to design stores. Photo by Adrià CañamerasThe Northern Irish designer’s love of craft and art extends to the conception of store interiors for both of his brands.
      JW Anderson recently unveiled its first flagship store in Milan during Milan design week, designed by Anderson in collaboration with 6a Architects.
      “I sometimes feel like I fell into doing fashion but ultimately the interior part is what I love the most,” he said.
      “The thing I love about interiors is, it is a singular kind of environment. Whereas fashion is like a transient period that goes in different environments. I quite like with interiors the control that you can have within space.”
      He described his love of shopping for items to appear in stores.
      “I think I am probably a shopaholic,” he said. “I could be at an auction or be in a gallery and I’ll be like, ‘oh, that’s perfect for Korea or that’s perfect for…’.”
      “I think it just adds this element and a pleasingness for a consumer to go in and to a store and to see an original Rennie Mackintosh chair.”

      Needle-felted chair and spiky ceramic egg feature in Loewe Foundation Craft Prize exhibition

      Anderson feels that for Loewe, the design of stores is sometimes more important than fashion shows.
      “I think stores can be more than just like these commercial vehicles,” he said. “I think, for me, the store is just as important as doing a show. It’s sort of even more important because they have to last longer.”
      “I’m in a very lucky position at Loewe where I decide everything,” he added. “I have an internal architectural team, but I decide every artwork, I decide every door handle, every fixture.”
      However, that does not tempt Anderson to cross over from fashion into interiors permanently.
      “I enjoy it because it’s probably more like a hobby,” he said. “It’s something that distracts me from what I do as a day job, but I do it because of the stage of Loewe or JW Anderson.
      “But I would never see it as something where I would be like, ‘oh, I’m going to be an interior designer’,” he continued. “There are other people out there that are actually really good at it. I think I’m good at it to an extent, but I change my mind too quickly. I would like it for like a day and then I would want to redo it again.”
      The portrait is by Scott Trindle.

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      Printed textiles are “not just an accessory but something that can create a space” says Marimekko creative director

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      Bold colours and prints can enhance interiors in the same way as architectural details, argues Rebekka Bay of lifestyle brand Marimekko in this interview.

      Bay was appointed creative director of the Finnish design firm in 2020 having previously held top roles at fashion brands including Everlane, Cos and Uniqlo.
      Founded in 1951, Marimekko is known for its bright and bold prints that are applied to clothing, ceramics and homeware.
      Bay talked to Dezeen about how printed textiles can add spatial design to interiors. Photo courtesy of MarimekkoMore than just decorative pieces, Bay believes Marimekko’s patterned surfaces can be used as features to define and create interior spaces.
      “Often printed textiles are confused with this idea of just being like a drape or a tablecloth, but really when we develop printed textiles at Marimekko we see them as architectural elements, something that can also add spatial design or architectural elements to your home,” she told Dezeen.

      “They are not just an accessory, but actually something that can create a space.”
      Marimekko collaborated with IKEA on a homeware collection informed by wellbeingIn the wake of coronavirus lockdowns, the ability of colourful prints to improve wellbeing and happiness in the home has become increasingly valuable, Bay added.
      “The role of the home is increasingly important because we have all been forced to relate to what our home environment is and how it supports our wellbeing,” she said.
      “There is a renewed understanding of the importance of creating a home environment that will allow you to both rest and re-energise.”
      “Being surrounded by bold beauty is something that evokes happiness or optimism,” Bay continued.
      References to Marimekko’s and IKEA’s Nordic heritage are seen throughout their collaborationPicking up on this trend, Marimekko recently collaborated with Swedish furniture retailer IKEA to create a homeware collection named Bastua, which includes furniture, glassware and textiles informed by nature and the self-care rituals of the Nordic sauna.
      Drawing on the brands’ Nordic heritage, the Bastua collection features practical home objects made from wood and glass.
      Bay said the collaboration aimed to focus on circularity and longevity.

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      “What we share both at Marimekko and IKEA is that in the design process, we are concerned with how to design for circularity, how to design for longevity, how to design objects of timeless value and also multi-use objects,” she said.
      “Our intent in this collaboration was to design objects that will have this timeless value, both in terms of the design but also in terms of material.”
      “We have worked in very honest natural materials with glass and wood and other materials that improve over time and also focused on how the materials can be either recycled or upcycled.”
      The rhubarb leaf is a repeated motif in the Bastua collectionMarimekko developed brand new prints for the Bastua collection, including a large rhubarb-leaf design that references the plants often found growing beside sauna buildings in Finland.
      This print was applied to bath robes, seat cushions, shower curtains, trays and the iconic IKEA carrier bag.
      “Functionalism and pragmatism joins this idea of celebrating everyday objects, which is very much a product of Marimekko’s mission – to bring joy to people’s everyday lives,” said Bay.
      “I think for Nordic designers, we have strong design traditions in creating very beautiful but very functional, democratic design.”
      Bay believes bold, colourful prints can add happiness to the homeIn addition, she emphasised a desire to inject an element of humour into the designs.
      “At times it’s very subtle and very serious, but I think what is unique to both Marimekko and IKEA is this intent also to bring a smile or a wink,” she continued.
      “There’s something outside of the seriousness, wanting to develop truly high-quality, timeless design but also wanting to bring this little wink.”
      Bay enjoys creating collections that “bring a smile or a wink”Marimekko has accrued a large portfolio of prints over its seven decades of production and still reproduces archive designs.
      The brand’s historic prints are used to inform new print designs that it hopes will resonate with modern consumers.
      “I think there’s always this danger if you only look back that you end up being self-referential, or you end up being an archive or a museum piece,” said Bay.

      Sabine Marcelis and Marimekko product launches and talks feature today at IKEA Festival

      “I would hate to create something of only museum value and not create a proposal for the future,” she added.
      “There is this always looking back in order to look forward, always understanding what has resonated, what has broad relevance and then see if we can reposition or refocus that.”
      Other projects recognisable for their bold textile designs that have been featured on Dezeen include a collection of upholstery fabrics informed by Iranian culture and an exhibition that celebrates a 1940s print by using it to cover walls and seating.
      The photography is courtesy of Inter IKEA Systems BV unless otherwise stated.

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      Tampa “about to explode” as a destination, says Edition hotels founder Ian Schrager

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      American entrepreneur Ian Schrager’s hospitality group The Edition has opened the first five-star hotel in Tampa, Florida, which includes a “jungle” lobby and a party room with 350 disco balls.

      The Tampa Edition, which started taking bookings in October 2022, is housed in a new 26-storey building that includes 172 rooms and 38 private residences.
      A focal point in the lobby of The Tampa Edition is a snaking marble staircaseIt forms part of the Water Street development, a huge urban mixed-use expansion project just south of Downtown and a couple of blocks from the waterfront.
      “[Tampa] has established its time is now, and I think it’s about to explode on the scene,” said Schrager, the hospitality mastermind who co-founded the legendary New York nightclub Studio 54, and is also behind the Public hotels chain.
      Between the tropical plants, the tall lobby features a custom travertine pool table“It’s got a good quality of life and a great food scene,” he continued.

      “It’s a city in the sun, but it’s not a vacation-only spot, it’s a real living breathing city and that’s what I think is so special about it.”
      Bright yellow carpet and seating contrast the greenerySchrager’s team at ISC Design Studio designed the new Edition property, along with Morris Adjmi Architects, Nichols Architects, Bonetti Kozerski Architects, and Roman and Williams.
      The white and glass building features art deco-influenced curves, which wrap the hotel on the larger lower floors and the residences in the tower portion above.
      A scalloped walnut bar serves Mediterranean-influenced cocktails and light bitesThe hotel’s lobby features 20-foot ceilings and full-height glazing along the front facade.
      A large stainless-steel lilac orb greets guests as they enter the travertine-clad space, which is filled with tropical plants.
      The Lilac restaurant features bright green seating that matches the tiles lining the semi-open kitchen”I put the landscaping in the lobby,” Schrager told Dezeen. “I wanted to have a jungle, and I kept saying ‘more, more’ plants. At night they’re lit from below and you get the shadows of the leaves on the ceiling. It’s almost all green.”
      Among the greenery are areas of lounge seating and a custom travertine pool table with a bright yellow top.
      Entertainment spaces on the second floor include the Punch Room, decorated with walnut panelling and jewel-toned sofasThe same colour is repeated in the carpet and seat upholstery in the bar area, which is arranged around a scalloped walnut counter from which Mediterranean-influenced cocktails and small plates are served.
      “Using really bright colors – the yellows and blues and greens – or putting plants in the lobby, were not additive,” said Schrager. “Those things will surprise you.”
      A party room with 350 disco balls on the ceiling forms part of the Arts ClubThe restaurant, Lilac, features bright green seating that matches the tiles lining the semi-open kitchen, which offers a Mediterranean menu from chef John Fraser.
      At the other end of the lobby, a white marble staircase provides a focal point as it snakes up to several more entertainment spaces.
      The Arts Club also includes an entirely black room with lounge seatingThese include the Punch Room, a cosy walnut-panelled space with chartreuse sofas, and royal blue velvet banquettes and curtains.
      The Arts Club, intended for late-night events, comprises a series of rooms – one is completely black, while 350 disco balls cover the entire ceiling in another.
      The guest bedrooms are designed to look understated, with a focus on materialsThe spa is also located on the second floor, while another bar and restaurant can be found on the ninth, which opens onto a roof terrace where guests can also enjoy an outdoor pool, sun loungers and cabanas.
      Guest rooms and suites have an understated aesthetic, with particular attention paid to lighting and materials, including marble bathrooms, walnut panelling and white oak furniture.

      The secret to creating a great hotel is “one plus one equals three” says Ian Schrager

      “The design is simple and pure,” said Schrager. “There isn’t anything superfluous or gratuitous, nor a wasted gesture.”
      “Leonardo da Vinci said ‘simplicity is the ultimate sophistication’. It’s supposed to be restful and peaceful,” he added.
      A bar and restaurant on the ninth floor, named Azure, opens onto a roof terraceThe Edition now has 15 locations around the world, with West Hollywood, Tokyo and Madrid – which was longlisted for the Dezeen Awards 2022.
      “I’m selling a visceral emotional experience, and it’s hard to pull that off,” Schrager said of the Edition as a brand. “Because you can’t take it out of a brand book or a rule book. It’s got to be balanced between refinement and being raw and edgy, so it can all come together in some mystical way.”
      The roof terrace includes a swimming pool, loungers and cabanas for guests to relax inThe Tampa Edition is a major draw for the $3.5 billion Water Street development project, which encompasses nine million square feet and will form a new neighbourhood in a previously neglected corner of the city.
      Tampa, as with other Floridian urban centres, has seen a boom in interest from tourists and new residents over the past few years, and therefore a need has grown for more homes, hotels and restaurants.
      The photography is by Nikolas Koenig.

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      Hotel guests not ready to pay more for sustainability says Conscious Hotels CEO

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      Only “hardcore sustainable” customers are currently willing to pay extra for eco-conscious hotels, according to Marco Lemmers, CEO of hospitality company Conscious Hotels.

      Lemmers predicts that hotel guests will be prepared to pay more for sustainability in the future, but it will be “a few years from now”.
      “I think people will be prepared to pay more for a sustainable solution,” he told Dezeen.
      “We’re not there yet, because the hotel business is still quite price-sensitive. You have to be hardcore sustainable to want to pay €10 euros extra for a sustainable stay. But slowly it’s moving in that direction.”
      Marco Lemmers is CEO of Conscious Hotels. Main image: the all-electric Westerpark venue is one of four Conscious Hotels in AmsterdamLemmers, who founded Conscious Hotels in 2009, spoke to Dezeen during The Lobby hospitality design conference in Copenhagen in August.

      Conscious Hotels has four properties in Amsterdam. These hotels have eco-friendly policies in place for all of their operations, including interior fit-out, energy and water use, food and drink, and cleaning processes.
      According to Lemmers, the company’s sustainability ethos has enabled it to build a loyal customer base.
      “We’re the most sustainable option in Amsterdam, so we see a lot of returning guests” he said.
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      The brand’s mantra is “eco-sexy, big smiles”
      However this alone is not enough to make the business thrive, Lemmers explained. Conscious Hotels aims to be competitive in terms of design and cost, so it can also attract non-eco-minded customers.
      “The only way to make change is to seduce people,” he said.
      “We have our sustainable planet promises but we also have to make it sexy. Sexy is about having beautiful places, beautiful food and drink, and beautiful people.”

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      Looking forward, Lemmers predicts that changes in legislation will soon give eco-minded hotels a competitive advantage over rivals.
      He believes that hotel owners in Europe will soon be legally obligated to meet much stricter rules on the sustainability of their buildings and operations.
      “We’ve already seen it happen in the Netherlands with offices and the same will happen with hotels,” he stated.
      “Even if you don’t believe in sustainability, do a SWOT analysis in the next business planning cycle and see the threat.”
      The Tire Station of one of two Conscious Hotels with its own source of solar powerThe CEO says that hotels lagging behind need to urgently rethink their approach, or risk playing catchup.
      “There’s an opportunity now – if you have sustainability in order, you have a competitive advantage,” he said. “Pretty soon legislation will push you to go there anyway, and there’s usually not a lot to be gained by being one of the last movers.”
      Conscious Hotels implements a number of guidelines in order to reduce its environmental impact.
      All the materials used for hotel fit-out are either natural products with cradle-to-cradle certification, or they are recycled or second-hand.
      Interiors only use materials that are recycled, second-hand or certified cradle-to-cradleConscious Hotel Westerpark is 100 per cent electric-powered, with most of its energy supplied by the brand’s own windmill, while two of the other hotels generate energy from rooftop solar panels.
      Restaurants serve organic food, with more than 50 per cent vegan or vegetarian dishes, and almost all produce is sourced from local suppliers.
      Other initiatives include green walls, passive heating and cooling systems, organic cleaning products, water-saving showerheads and faucets, refillable toiletries and waste separation.
      All food and drink is sourced from local suppliersWhile Lemmers acknowledges that some of these initiatives require time and investment, particularly for large hotel chains, he claims that others are easy to implement.
      He believes that all hotels could easily take at least one step towards improving their sustainability credentials.
      “Start with the operation; you can do it today,” he said. “Just procure stuff that’s local instead of having it come from the other side of the world.”
      “FF & E (furniture, fixtures and equipment) comes slightly later, but you have to invest in that every seven years anyway, to maintain and renew.”
      Conscious Hotels currently has 318 rooms across its four Amsterdam hotels, although the brand plans to increase this to 1,500 as part of a Europe-wide expansion.

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      “No one wants a sea of desks anymore” says WeWork's global head of design

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      WeWork is designing a more grown-up form of co-working, says global head of design Ebbie Wisecarver, as the brand reacts to the pandemic and puts greater focus on large enterprise clients.

      Wisecarver told Dezeen that the workspace provider, which has 756 locations in 38 countries, is moving away from the traditional co-working model in response to the changing demands of its clients.
      “A lot of our older spaces had a sea of desks and no one wants that anymore,” she said.
      Ebbie Wisecarver is global head of design for WeWorkWeWork’s current workplace model is more centred around flexibility and collaboration, with a wide variety of meeting spaces, more lounge-style seating and different types of lighting.
      “In some of our larger offices we might have had 10 per cent soft seating or collaboration-type furniture, and now it’s moving upward of 50 per cent,” Wisecarver explained.

      “The reality is, as we’re moving forward, everyone’s grabbing at the solution for the post-pandemic workstyle. What we’re trying to do is offer space that can transform based on different needs.”
      An alternative to corporate headquarters
      This change of approach has been partly fuelled by Covid-19, which has ushered in a new working culture that involves more remote working and virtual meetings.
      However it also reflects the changing business model of WeWork, which launched as a start-up in 2010 and enjoyed a decade of major investment and rapid expansion before suffering near-collapse after a failed IPO bid in 2019.
      WeWork’s new London properties at St Helen’s Place (pictured) and 10 York Road (main image) offer various spaces for collaborationIn the early years, WeWork’s primary focus was on providing desk space for small-scale entrepreneurs. More recently, it has shifted towards serving larger businesses and organisations.
      In 2019, large enterprises (LEs) represented approximately 40 per cent of WeWork’s clients, but today it’s closer to 50 per cent and likely to continue growing.
      WeWork offers these companies an attractive package; instead of having to maintain a corporate headquarters, they can rent a state-of-the-art space in a prime location, then equip their staff with All Access membership passes that give them access to any other WeWork around the world.
      WeWork’s has significantly increased the volume of soft seating at its properties. Pictured here is 6001 Cass Ave in DetroitWisecarver names British electronics retailer Currys – which recently moved its headquarters to the WeWork at 10 York Road, next to London Waterloo station – as an example.
      “They have a central hub where everyone can get together and collaborate, but they can also go and meet up in different satellite offices,” she said.
      “I think that’s definitely what companies are gravitating towards.”
      A new design approach
      In designs terms, this has led WeWork to adopt a more neutral and grown-up aesthetic, departing from the playful and youthful style that defined its workspaces in the past.
      “While a co-working member might like the liveliness, enterprise members often want a different feel. They might something more formal, or spaces that can be more easily branded,” said Wisecarver.
      WeWork has developed a catalogue of design palettes to offer its large enterprise clients. Pictured here is Friedrichstraße 76 in BerlinA trained architect, Wisecarver previously worked at Steven Holl Architects and Diller Scofidio + Renfro before joining WeWork in 2015. She was appointed global head of design in 2019.
      Under her steer, WeWork has developed a catalogue of design palettes that it can offer to LE clients – with names like New York Loft and By The Sea – to help them create spaces that feel appropriate for their brand.

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      It has also created a template called Collaboration Hub, which is geared towards companies whose staff primarily work from home and only need to come into the office for teamwork activities.
      “As we go through the pandemic, it has been a question of how our spaces can continue to be a destination,” she said. “How can our members feel like they’re coming in with purpose, and that they have a level of flexibility?”
      Read on for the full interview:
      Amy Frearson: What is WeWork’s design strategy?
      Ebbie Wisecarver: WeWork has always been about creating a homey, comfortable environment. That can mean many things, but what we want to create is a high performance space. We want good acoustics and quality space, we want the materials to be soft and inviting, with plants and art, and we want to create a wow factor.
      Amy Frearson: How to you achieve that?
      Ebbie Wisecarver: You don’t only create comfort through the materials, but also through different types of space. We try to capitalise on flexibility. We know that some people want to be able to work in one space but be able to hop into a phone booth to have a private conversation. And they might not want to be there all the time. People need to know that there are various space types for them to work in and that the choice is on them. It’s a new way of working for a lot of people and I have certainly seen that in China and Japan, where the work culture is quite different.
      Staircases are often designed as social spaces, like at Plaza Real Cariari in San JoséAmy Frearson: Do you have a formula that you apply to every location or do you create bespoke designs for every space?
      Ebbie Wisecarver: We have a very clear set of standards for our office spaces, meeting rooms and even phone rooms. A lot of it is around lighting, power, data; we need to make sure the spaces function. We’re able to be more bespoke in our common areas, and draw from the building and neighbourhood. We want a member to walk into a space and understand it’s a WeWork, but not feel that it’s a replica of another WeWork.
      Amy Frearson: What is your process for ensuring you don’t simply replicate what you’ve done elsewhere?
      Ebbie Wisecarver: We make sure we do our due diligence when we walk into new buildings. If it’s an older building that has character, we make sure we draw from that. It’s also about adding in unique spaces that we don’t have anywhere else. And while our meeting rooms are very much the same, they might have a different look and feel.
      Amy Frearson: Do you apply the same approach to the furniture you select?
      Ebbie Wisecarver: We have standardised sizes with furniture, to make sure they function well. So we do repeat a lot of our meeting room tables, desks and chairs. We want to make sure the tables have integrated power and that we have certain types of chairs and sofas. Where we try to have more fun is with the accessories, the textiles and the feature elements. Like in Japan we designed a kotatsu that is very unique to that country and it’s fun, but I don’t think it would fit anywhere else. It’s about letting that local flavour come through special elements.
      An in-house lighting team ensure lighting levels are appropriate for workingAmy Frearson: How does this design approach compare with the early days of WeWork, before the pandemic and before the failed IPO in 2019?
      Ebbie Wisecarver Early on, WeWork was very much focused on small-scale entrepreneurs wanting desks and the spaces were really designed around that. The early concepts from Miguel and Adam were using a lot of glass, having transparency so that you would run into people and be able to spark up conversations. But the original WeWorks didn’t have the amenities, so from a design perspective some of the older spaces were a bit moody. We also tried some things that didn’t necessarily work out; there was a phase when there was a lot of layering and materials, and some of that stuff hasn’t really held up.
      In and around the IPO, we started thinking more about how our design decisions can be driven by data. We wanted to ensure that spaces were sufficient, and that the new spaces we were designing and building were actually what members needed. Being able to pull data from a specific neighbourhood or market meant we could build the right product instead of just guessing.
      From an aesthetic standpoint, this led to our spaces becoming much lighter and brighter. Our original locations probably didn’t have the appropriate lighting for an office. Now we have an in-house lighting team who really focus on elevating and layering the light, which wasn’t a big part of our design in the beginning. We make sure spaces feel light and fresh, with that more Scandinavian feel.
      Now we’ve moved on from the IPO, our growth has become less focused on co-working and more about serving large enterprise clients, who want something very different. While a co-working member might like the liveliness, enterprise members often want a different feel. They might something more formal, or spaces that can be more easily branded. We’ve done a lot of these single-member full floors.
      All Access members can work in any WeWork worldwide. Pictured here is Salesforce Tower in San FranciscoAmy Frearson: So a lot of the design shifts have been fuelled by this shift towards more larger enterprise clients?
      Ebbie Wisecarver Yes, it was almost like we were having to meet the needs of a new member type, which became an interesting challenge. They wanted to design spaces in their own way but they needed some guidance and strategy. We actually developed a series of palettes – we have By The Sea, Modern Executive, New York Loft, and so on – so that when they came to us, we actually could give them options to design their space in a way that made them feel like it was theirs.
      Amy Frearson: How has the pandemic influenced this approach?
      Ebbie Wisecarver As we go through the pandemic, it has been a question of how our spaces can continue to be a destination. How can our members feel like they’re coming in with purpose, and that they have a level of flexibility?
      A lot of our older spaces had a sea of desks and no one wants that anymore. No one is coming back to sit in a giant room with a bunch of desks. That has been one of the biggest shifts. In some of our larger offices we might have had 10 per cent soft seating or collaboration-type furniture, and now it’s moving upward of 50 per cent. We have some great examples of members that have taken regular office space and we have transformed it into this thing that we’re calling the collaboration hub. The reality is, as we’re moving forward, everyone’s grabbing at the solution for the post-pandemic workstyle. What we’re trying to do is offer space that can transform based on different needs.
      We’ve also introduced All Access membership, which means we’re bringing members into other locations. They might be only coming in for two hours, so we have to think about that from a design perspective. How are we improving our wayfinding? Are we providing them appropriate areas with power and comfortable seating?
      WeWork has 756 locations in 38 countries. Pictured here is 4 Rue Jules Lefebvre in ParisAmy Frearson: What other design shifts have you made since the pandemic?
      Ebbie Wisecarver: There was a period of time where everyone was saying, ‘no one’s going back to the office’. So our first priority was really making our spaces safe. That didn’t just mean sanitiser and fresh air, but also looking at our HR systems and ensuring that we had protocols and rules.
      What we also started to see, when our sales team would go out and meet clients, was that it would no longer just be their head of real estate or their CFO. All of a sudden their head of HR or head of talent was joining them. It became less about efficiency and packing people in, and more about providing space, amenities and strategy. That’s where we started to see our advantage. We have such a big footprint but also the flexibility at a portfolio level. We’re able to look at commute time and potentially set up offices in a way that that is more convenient for their people.
      We started strategising with a lot of different companies about why people come in to the office. It didn’t have to be about head-down work – that could be done at home, or at a local WeWork. But you do need to come in for training and mentoring, and for team events. A lot of ideas came out of that, in terms of flexible space. Could prefab rooms become an option? Can we leverage different furniture types? That helped us think about how we could repurpose some of our offices to be these kind of touchdowns for companies, then pair them with All Access or On Demand memberships to give staff the flexibility they need. We want people to come in with purpose and meaning, and to feel energised.
      Amy Frearson: Since the pandemic, it seems that more co-working spaces are being created in residential areas than before. Has your strategy for choosing locations shifted at all?
      Ebbie Wisecarver: It hasn’t really changed. We have thought about the suburban market as a possibility but we still see our strength as being in core cities, in busy locations that are accessible by train.
      What’s interesting about having large global enterprise clients is that they often help us make these decisions. We had an enterprise client get in touch to ask if we had a space in Lisbon, which we didn’t, so we’re now working with them to open a space there. In the past we were growing at such an aggressive pace that, in a lot of ways, it was just numbers. Now, as we get back into growth, we’re being a little bit more organic and allowing our members to drive that.
      WeWork’s ambition is to be as convenient to its members as possible. Pictured here is Wynwood Garage in MiamiAmy Frearson: Can you give any other examples of enterprise clients that have informed your strategy?
      Ebbie Wisecarver: A great example is Currys. They left their headquarters in Acton and took a whole floor in 10 York Road, then equipped their whole corporate workforce with All Access passes, which give them access to any WeWork in the world. They have a central hub where everyone can get together and collaborate, but they can also go and meet up in different satellite offices. I think that’s definitely what companies are gravitating towards.
      Amy Frearson: What’s next for WeWork? What are you ambitions for the future?
      Ebbie Wisecarver: Growth is in our future and part of our strategy for growth is through acquisition. We recently acquired Common Desk, which is a small co-working company that originated in Texas. Common Desk is an amazing company that has beautiful spaces and has built a following that is uniquely theirs. We’re not trying to take over, we want them to still be Common Desk. Our objective is simply to be as in as many places and as convenient to our members as possible.
      The photography is courtesy of WeWork.

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      Co-working venture Patch offers “an exciting alternative to your kitchen table” says Paloma Strelitz

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      Co-working spaces that allow people to “work near home” can reinvigorate local towns and high streets, explains Paloma Strelitz of new workspace brand Patch in this interview.

      Previously a co-founder of Turner Prize-winning architecture collective Assemble, architect Strelitz is now creative director and head of product for Patch, which is creating co-working spaces in satellite towns rather than in city centre locations.
      Patch hopes to attract people who, since the pandemic, are re-evaluating their work-life balance and are less willing to commute.
      Paloma Strelitz is creative director and head of product for Patch. Photo is by Philipp Ebeling”I think there has been a big shift in what people want from work and life through Covid, with people reevaluating their career paths and deciding that now is the time to set up on their own,” said Strelitz.
      The architect, who is also a judge for Dezeen Awards 2022, believes these workspaces can boost the local economies of towns and neighbourhoods in the commuter belt.

      Reinvention of the high street
      “There are huge opportunities around the reinvention of the high street,” she told Dezeen.
      “We want people to be on their local high streets in the middle of the day, supporting local businesses instead of spending their money in places like Canary Wharf.”

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      Strelitz sees working near home as a superior option to both commuting and working from home, as it offers the best of both worlds. It means keeping home and work lives separate, but retaining the flexibility of remote working.
      “We’re saying to people, we are an exciting alternative to your kitchen table,” Strelitz said.
      Improved work-life balance
      “Your kitchen table might be great once or twice a week, but there are huge positives of being part of a community like Patch,” she continued.
      “At a personal level, it contributes to a better balance between work and life, enabling people to achieve their professional goals and spend more time with friends, family and in their local community.”
      Patch’s first venue is in Chelmsford, a satellite town in Essex. Photo is by Philipp EbelingPatch was founded by entrepreneur Freddie Fforde and recently opened its first co-working space in Chelmsford, a commuter town located 30 miles northeast of London in Essex.
      Occupying a converted Victorian brewery, it is designed as a visible presence in the town centre.
      As well as workspaces, the venue includes publicly accessible facilities that include a library and learning space, an events space and a flexible cafe/bar. There’s also a kid’s zone to make life easier for members with children.
      “Public access is important; it’s important to draw people in and make anything that’s shared as visible and celebrated as possible,” said Strelitz.
      Work near home trend
      According to Strelitz, towns like Chelmsford are typically lacking in the provision of high-quality, co-working spaces and cultural venues in the town centre.
      “The idea of having quality workspace and an exciting professional community on your local high street is not as common as you might think,” she said.
      Patch is based on the concept of “work near home” rather than commuting. Photo is by Philipp EbelingThe aim is for Patch Chelmsford to become a prototype for the work-near-home concept. The brand plans to open more venues in other satellite towns in the near future.
      “We’re looking towards the idea of there being a Patch on every high street; our aim is to become the new anchor of the high street,” she said.
      Workspace central to placemaking
      The design draws on Strelitz’s experience with Assemble, which saw her and colleagues create cultural venues that aimed to positively impact local communities.
      Projects like temporary canal-side cinema Folly for a Flyover and shared garden Granby Winter Garden broke the mould of how architects can impact placemaking.
      A rolling events programme supports local culture and enterprise. Photo is by Philipp EbelingShe believes Patch can be equally disruptive, especially as it has a greater ability to scale up than Assemble’s projects.
      “My projects with Assemble were effectively all independent commissions, but what we’re doing with Patch is really learning as we go along and evolving in response.”
      Read on for an edited transcript of the interview:
      Amy Frearson: What is the concept behind Patch?
      Paloma Strelitz: Patch is a startup with a vision to create the new ‘work near home’ world. That means going to towns and areas outside of central London, particularly places with big residential communities, where people would traditionally commute into the city. We create really exciting spaces on the high street so that people can work closer to home.
      Amy Frearson: Can you explain your vision for work near home, and the benefits it can bring?
      Paloma Strelitz: Work near home is a vision for a sustainable work ecosystem that gives people access to space, resources and community close to where they live. At a personal level, it contributes to a better balance between work and life, enabling people to achieve their professional goals and spend more time with friends, family and in their local community. It also promotes investment in local economies, from accessible work opportunities to increased footfall for local businesses and high streets. We want people to be on their local high streets in the middle of the day, supporting local businesses instead of spending their money in places like Canary Wharf.
      Amy Frearson: Aside from the economic benefits, what opportunities can Work from Home bring to local high streets?
      Paloma Strelitz: There are huge opportunities around the reinvention of the high street. Our aim is to find really characterful buildings and turn them into exciting places to work locally. They can also become dynamic, attractive spaces for hosting local cultural events.
      In our first space, in Chelmsford, the ground floor is a family of public spaces that includes a reception/library, a flexible events space and a cafe/bar space for the Patch community. In many ways, this is the prototype for how we see Patch and the work near home world growing. We’re looking towards the idea of there being a Patch on every high street; our aim is to become the new anchor of the high street. We’re looking towards the empty Debenhams buildings and asking, what could work near home look like if it was occupying a former department store? Could it become a more complex ecosystem of uses?
      Patch Chelmsford occupies a former brewery in the town centre. Photo is by Philipp EbelingAmy Frearson: How and why did you get involved in Patch?
      Paloma Strelitz: I had a brilliant and rewarding experience as a co-founder of Assemble; we worked on some highly bespoke, very meaningful one-off projects. People then started saying things to me like, when is Assemble going to design an airport? I always thought, I’m never going to design an airport. But I was interested in this idea of scale, specifically how you scale impact and reach.
      I was then awarded a Loeb fellowship at Harvard, which gave me an amazing opportunity to be immersed in different disciplinary environments and perspectives. It got me thinking about what happens when different kinds of professional worlds come together and how they can learn from each other.
      Then I met Freddie Fforde, the founder and CEO of Patch. I read his manifesto and thought it sounded exciting. It felt like a really interesting way to build on the experience I had from Assemble, of creating impactful cultural venues, and bringing in learnings from the startup and tech worlds to create something meaningful and community-driven.
      Amy Frearson: What is different about Patch, compared with other co-working spaces outside of London?
      Paloma Strelitz: There are a few things to say here. Firstly I think it is important to remember that, while there are a lot of co-working environments in London, that isn’t reflective of the rest of the UK. There obviously are exceptions, in other big cities like Manchester, or places like Brighton, but mostly it’s not the same picture. You have old-fashioned examples like Regis, normally located right next to the train station with the idea that you’d be wanting to leave that place as soon as possible. What you get a lot more rarely is the idea of the workspace and local industry as central to placemaking. In the places we’ve been looking at, none had good examples. The idea of having quality workspace and an exciting professional community on your local high street is not as common as you might think.
      Secondly, you get some very exciting dynamics when people are drawn together by the communities that they live in, rather than a shared work purpose. There are huge opportunities for collaborative projects or purposes, which is already how we’re seeing Patch used. There is a high intensity of local groups looking to, for example, promote women in business in Chelmsford, or to build on the area’s cultural vision.
      I think there’s also a third point around public access to cultural venues, which again is common in central London but not elsewhere. Chelmsford is a good example of a place where there are very few high quality, exciting cultural venues where people can come together and meet. There’s a real demand for interesting spaces for people to gather.
      A cafe/bar provides a venue for talks and events. Photo is by Georgia RandupAmy Frearson: What does this kind of workspace look like? How do you create spaces that foster local communities and collaboration?
      Paloma Strelitz: Public access is important. Most workspace environments are still fairly private unless you’re a paid-for member. It’s important to draw people in and make anything that’s shared as visible and celebrated as possible. You also have to think about what it means for people to work close to home and what needs they might have. What are their reasons for not wanting to commute? That list is long, but one example is proximity to family. So one thing we’re really keen to do is to support people who have families to have a better work/life balance. In our space in Chelmsford we’ve set up a kid’s corner, as we want the workspace to be a place where parents can bring their children and where children also feel welcome.
      Amy Frearson: What kind of buildings do you want Patch to occupy?
      Paloma Strelitz: We are looking for buildings that have a sense of civic value. Our Chelmsford space is in a former Victorian brewery right in the centre of town. It was previously a restaurant that went out of business, but the story of the building’s identity was not being told in that use. For us there’s a certain joy in being able to retell that story by sourcing archival images and original beer labels, and then physically opening up that space.
      We want to create venues that are enticing and exciting, particularly for people who are less used to co-working. We’re saying to people, we are an exciting alternative to your kitchen table. Your kitchen table might be great once or twice a week, but professionally and socially there are huge positives of being part of a community like Patch.
      Amy Frearson: Could the Patch model have existed before Covid-19, or do you see it as a direct response to the pandemic shift towards working from home?
      Paloma Strelitz: I think we’ve been on a long journey to this point and Covid just accelerated trends we were already seeing. But there are a huge number of moving parts here. There would always have been ambitious local SMEs (small and mid-size enterprises) looking for spaces to operate in, but now there are also huge numbers of people who would have traditionally commuted five days a week. Anecdotally, I think there has been a big shift in what people want from work and life through Covid, with people reevaluating their career paths and deciding that now is the time to set up on their own.
      A flexible events space can be used for a range of activities. Photo is by Philipp EbelingAmy Frearson: Patch’s approach is in contrast with established co-working brands like WeWork, who since the pandemic are prioritising high-density, city-centre locations. Could your approach be a risky one?
      Paloma Strelitz: We have a pluralistic viewpoint, which is to say there isn’t going to be one singular way that people are going to work. I think the future is hybrid. I do see the case for big, central hubs located close to major stations, where people might converge once or twice a week. But I don’t think that it’s going to be five days a week anymore, so for those people who work for large, centralised companies, what does the rest of their time look like? I think we’re going to have a number of new solutions, a mosaic of different workspace offerings. But while companies like WeWork are less interested in the local, we see our interests really aligned with local councils and ideas around decentralisation. We’re trying to counteract the endless pull of London.
      Amy Frearson: Are you planning to repeat certain elements in each Patch, or do you want each one to feel tailor-made for its location?
      Paloma Strelitz: We’re still working out the formula. One thing that we’re really interested in is how Patch can become a launchpad for local enterprise and new ideas, and retail might be a component of that. One idea is that we work with local independent retailers. Another idea is that we find ways of giving visibility to exciting startups from London that are looking for an audience in a place like Chelmsford. For example, we’re partnering with a toy subscription company called Whirli on our kid’s corner. For us, this idea of local innovation is really critical.
      Amy Frearson: What are your ambitions for Patch going forward?
      Paloma Strelitz: Right now we’re looking towards our second and third sites, which are not yet confirmed. Each context is going to bring up new opportunities and questions. We think of Patch as a family, which is an interesting analogy because it speaks about things that share the same DNA but might have a radically different identity. What Patch looks like in Chelmsford might be very different to what it might look like in Margate or Guildford. We want to make sure that in each place we’re building a platform to celebrate and elevate what’s already there. It’s about creating spaces that are meaningfully shared but also distinctive.
      My projects with Assemble were effectively all independent commissions, but what we’re doing with Patch is really learning as we go along and evolving in response. It’s a very interesting and different dynamic, particularly if we go back to that earlier point about scale and what it means to do a bigger project. I don’t think it’s about a physically bigger project, I think it’s about a more meaningfully distributed project.

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      Inventing Anna interiors “richer” versions of their real New York counterparts

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      Production designer Henry Dunn drew on locations across New York to create a set that reflects the different social classes that the protagonist of the Netflix series Inventing Anna traverses.

      The head office of media publication New York Magazine, Rikers Island jail and the 11 Howard hotel in Soho all appear as exaggerated versions on the 11-episode series which was released on February 11 2022.
      “Our thinking all the way through this was the different varieties of wealth and the different types of socio-economic classes that Anna travels through,” Dunn told Dezeen.
      “We’re trying to sort of hit all of these different types of wealth and the disparities as best we could.”
      Henry Dunn created lavish sets for the upper-class charactersThe series is a dramatisation of journalist Jessica Pressler’s quest to write How Anna Delvey Tricked New York’s Party People, an article for the New York Magazine that went viral after exposing the antics of the now-convicted fake heiress Anna Delvey, who’s real name is Anna Sorokin.

      Created by American television producer Shonda Rhimes, Inventing Anna follows the lead up to Sorokin’s trial, while simultaneously going back in time to illustrate her actions.
      To recreate the main locations Sorokin visited and lived in while galavanting around New York, Dunn decided to make sets both in-situ and from scratch at Steiner Studios in Brooklyn, New York, a feat which Dunn describes as “a balancing act”.
      Expensive furnishings and finishes symbolize wealth”We started at the very beginning of 2019 and we had some big beautiful stages at Steiner Studios but we realised that we didn’t have enough space for all of the things that we needed to build,” Dunn explained.
      “We were very much trying to illustrate that there’s old money and then there’s art money and then there’s real money, which is the tech billionaires.”
      For the wealthiest character, the production team sourced six different wallpapersThe home of one of the wealthiest characters in the series belongs to Nora, a woman who Dunn refers to as “a real art person who’s loaded with dough”. It is one of the most featured sets in the series.
      Using research gathered from people who reside in New York apartments, Dunn built a duplex designed to look like a large townhouse in New York.
      According to the designer, Nora’s status is best symbolised in the furnishings and decor that adorn the set.
      “The way we really nailed her [Nora’s] place on the socio-economic ladder was in the finishes: whether it was the Venetian plaster, the antiques, the wallpaper or even the backsplash in her kitchen which is a tile that isn’t affordable to normal humans,” Dunn explained.
      “Nora’s house had maybe five or six different wallpapers, including the ones up in the up in the guest bedroom, where Anna is living,” he added.
      Some sets were created in buildings in New YorkTo further establish Nora’s status in the upper echelons of society, the designer worked with an art specialist to source paintings by artists such as Michel Basquiat and Yves Klein for the interior decoration.
      “We had a wonderful person working with us for arts clearance and so we were able to get all these artists that would have been untouchable that we had to build,” said Dunn.
      “Obviously, it’s not the real thing but they would send us a high-resolution file and then we would repeat over it so you could see the brushstrokes,” he continued.
      “Having that sense of legitimacy meant that people understood that this well-curated piece of character-dressing is meant to tell you who this woman is.”
      Others were built at Steiner StudiosBy contrast, Dunn wanted the journalist’s home to seem “a little dumpy” to help viewers recognise her lower social status. Her home appears cluttered and ordinary – serving to cement her position in New York society.
      “We built Vivian’s house on stage – it’s not a very big apartment and we were trying to make it as realistic as possible for two people who are expecting a baby,” he said.
      The journalist’s home is designed to contrast the expensive homesCreating sets from scratch gave Dunn the freedom to embellish the sets and to elaborate further than what would have been possible if they filmed everything in its original place.
      For example, he constructed the bedroom and lobby at the 11 Howard on stage, drawing on interior designer Kit Kemp’s chintzy work at the Crosby Street Hotel for inspiration.
      “The 11 Howard, which was the hotel where Anna stayed has a minimalist style that we thought would look pretty threadbare on screen so we went for something that would read as much more rich on stage,” he remembered.
      “We were going for with something that was more tactile and sort of a more layered look to it.

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      Another technique Dunn implemented was to mix high-end furnishings and homeware items with cheaper replicas that still gave the illusion of wealth.
      Placing something from a high street brand next to a luxury designer can make the scene feel and look expensive on television while in comparison to reality, said the designer.
      “A magic trick is if you put something in the right setting on television, you can get something like glasses at H&M or Target that will look incredibly deluxe while actually not being practical at all,” he explained.
      “Place them next to plates from Van Cleef & Arpels and they look perfect.”
      The Manhattan Magazine headquarters is based on the New York Magazine officesDue to legal reasons, the series had to create a fictional version of the New York Magazine, but Dunn wanted the made up magazine’s office to look similar to the real magazine’s headquarters.
      Again, he took the opportunity to create an exaggerated “expanded and blown up” version of the real workplace, this time adding a bright red wall to the backdrop.
      “We got to tour our location manager got us in there to walk around and see how the journalists lived,” said Dunn. “And so we researched it closely and then we really tried carefully create those offices as closely as possible.”
      “We’re trying to do something a little more, a little extra – there is a big red wall that says New York Magazine that you see when you come in and we took that and we sort of expanded it and blew it up,” he continued.
      Half of the prison scenes were shot in a real prisonThe main challenge for Dunn came as a result of the coronavirus pandemic. Halfway through filming the series, restrictions meant that the team had to change locations and delay some filming, meaning that many scenes had to be shot in two places.
      “We began shooting at the prison here in the city called Rikers Island jail and when the pandemic came, we still had 50 per cent of our scenes to shoot,” he recalled.
      “I don’t think anybody at home has any idea but the waiting room and the room where Anna and Jessica meet were in completely different spots,” he mused.
      Other Netflix series with elaborate sets include the playful arenas by art director Hwang Dong-Hyuk for the popular series Squid Games and production designer Grant Major’s set for the award-winning film The Power of the Dog which featured a prominent house.
      The images are courtesy of Netflix.

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