Mechanical and electrical engineering at Bryden Wood

Iris discusses her early work with AI and how it's evolved to present times.

With its distinctive black glass, basket weave cladding, the hospital’s exterior panels seem to reflect the expansive movement of sky and clustered cloud formations from every angle.It’s an aesthetic which manifests Bryden Wood’s belief that a hospital occupies a special status of building in society, one with such a substantial level of importance and value that it deserves to be signified in the very appearance of the structure.

The physicality of the Circle Reading building is both luminous and reflective, fundamentally optimistic feeling, but also discreet and secure.‘We were able, with Circle Reading, to give the building an aesthetic which was beyond purely functional,’ says Wood..Beyond its striking glass exterior, lies the building’s central atrium - a sleek, communal space, three stories high and full of light, which houses a reception and cafe, accompanying tables, leather sofas and modern artwork.

It’s an area Orthopaedic Surgeon, Raj Goel jokingly, but admiringly, refers to as ‘the foyer.’ ‘Patients say, “Wow, what a great place to work in,”’ he says..The other Circle staff members seem to agree, united in their appreciation for this particularly special aspect of the hospital.

Maswiken enthuses about the sense of cleanliness one is given, casting a view across the space.

Kirsty Cobden, a member of the Business Development Team who often holds events in the atrium, says she thinks the area’s aspirational, calm atmosphere has a direct effect on patients.It's not easy, but nothing that's really amazing is ever easy.

And, by the way, interestingly enough, I don't really get punched in the face that often at all anymore, which is, I think, a litmus test that things are changing.”.Marks says that these days people mainly just want to know how to get where they need to go with all of this.

She says the CEOs still fighting the change to industrialised construction need to recognise that others aren’t anymore - that in a long-game sense, they “probably aren’t doing the right thing.”.“Companies should be seeing this as a massive opportunity in shaping themselves,” Johnston says, “positioning themselves to see it as a benefit and not saying: ‘I hope this passes me by and I can avoid making some of the big shifts.’”.