Agilité has been awarded a Silver medal from EcoVadis, the global standard for business sustainability ratings, placing the company in the top 11% of more than 130,000 organisations assessed worldwide.
With a score of 74 out of 100, Agilité ranks in the 89th percentile globally, reflecting the strength of its sustainability management systems across environmental, social and ethical performance.
The EcoVadis assessment evaluates 21 criteria across four core themes: Environment, Labor and Human Rights, Ethics, and Sustainable Procurement. Ratings are grounded in internationally recognised standards, including the UN Global Compact, International Labour Organization conventions, the Global Reporting Initiative and ISO 26000.
This result validates Agilité’s ongoing commitment to responsible business practices across its European operations, from reducing environmental impact and supporting fair working conditions, to strengthening ethical governance and supply chain standards. Just as importantly, the assessment provides a clear, evidence-based roadmap for continuous improvement.
“Sustainability isn’t a side project for us – it’s part of how we deliver for our clients, our people and the communities we work in,” said Kirsty Shearer, OpEx director at Agilité. “Achieving a Silver EcoVadis rating places us among the top performers globally, but it also sharpens our focus on where we can go further and do better – complimenting our B Corp certification and ISO acreditations.”
Agilité will continue to use the EcoVadis framework to benchmark progress, identify risks and strengthen its positive impact across the built environment.
For years, workplace design has talked a lot about collaboration, culture and experience. More recently, it has explored wellbeing, flexibility and choice. But one of the most important conversations in the built environment is only just beginning to gather proper momentum – neurodiversity. Andrew Zacharias, country head for Agilité Luxembourg, explores the topic in more detail.
The CIPD says neurodiversity refers to natural differences in human brain function and behavioural traits, and estimates suggest as many as 20% of people may be neurodivergent in some way. In parallel, BSI’s PAS 6463, the UK guidance on neurodiversity and the built environment, is explicit that design should respond to a neurodiverse society and create places that are “more inclusive for everyone”.
Workstation | Workspace design show 2026
That last point matters, because neurodiversity in design is often introduced as though it is a niche issue, or something only relevant to a defined minority group. In practice, that framing can be part of the problem. It makes the subject feel specialist before people have had a chance to understand it.
What is becoming clear, both from research and from practice, is that this is not simply about designing for a label. It is about designing for people as they really are – different from one another, different from task to task, and often different from one day to the next.
Offices have traditionally been designed to a one-size-fits-all model, yet many of the features now associated with neuro-inclusive design, such as quieter zones, clearer spatial cues, stronger acoustics and a broader choice of settings, benefit far more than a single user group.
That chimes with the wider evidence. Research on workplace design has repeatedly found that there is no true ‘out-of-the-box’ office, and that personality, preference and task all influence how people perceive and perform in a space. A 2018 research collaboration between the University of Bath, Bath Spa University and Atkins argued exactly that, noting that different spatial and environmental qualities, including density, views and sound levels, shape experience in different ways, and that activity-based environments can help support different tasks and user profiles.
So perhaps the better starting point is not: “how do we design for neurodivergent people?” but “why have we accepted workplaces that ask everyone to perform in exactly the same conditions?”
Open-plan offices are a good example. For some tasks and some personalities, they can support energy, interaction and visibility. For others, they create a constant low-level tax on concentration. A recent systematic review of 55 studies (Design Research Society Digital Library) found that background noise and open-plan workspaces negatively affect workplace wellbeing, while visual connections with plants and natural objects can improve it. Another 2025 study of 971 employees in activity-based offices found that better perceptions of task privacy, person-environment fit, satisfaction with the work environment and ease of switching workspaces were associated with better recovery, stronger work ability, lower burnout risk and fewer insomnia symptoms.
That helps explain why the conversation around neurodiversity in design is growing now, not in isolation, but alongside bigger questions about the future of the office itself. Since the pandemic, organisations have spent a lot of time asking how to make people want to come back into the workplace. Usually that conversation centres on collaboration, hospitality and community. Those things matter. But they are not the full answer.
People do not just come to the office for culture. They come for different reasons on different days. Sometimes they need connection. Sometimes they need focus. Sometimes they need a sense of belonging. Sometimes they need somewhere calmer than home. Sometimes they need somewhere calmer than the office they already have.
That is why neuro-inclusive design should not be reduced to a checklist of specialist features. It is not simply about adding a quiet room and calling it done. It is about recognising that people process space differently, and that good design gives them more than one way to succeed within it.
BSI’s PAS 6463 reflects this breadth. It covers lighting, acoustics, thermal comfort and wayfinding, but the bigger principle is that poorly designed environments can create avoidable stress and exclusion, while better ones reduce friction and make participation easier. That is not just a social argument, it’s a commercial one too. The World Health Organisation notes that safe and healthy working environments are more likely to minimise tension and conflict at work and improve staff retention, performance and productivity. The CIPD similarly points to neuroinclusion as important for wellbeing, performance and retention.
This is where the topic becomes particularly interesting from a design perspective. Because once you stop treating it as an inclusion add-on, it starts to sharpen the whole brief.
Lighting at workstation | Workspace design show 2026
Lighting is no longer just about compliance and lux levels. It becomes a question of control, glare, contrast and how different types of light affect attention and fatigue. Acoustics are no longer a technical afterthought. They become central to whether people can actually think. Wayfinding is not just signage. It is about reducing cognitive load and making a place legible. Spatial planning is not just density and headcount. It is about offering refuge as well as interaction, predictability as well as stimulation.
If we collectively accept that different tasks need different settings, and that hybrid work has changed employee expectations around autonomy and focus, then it follows that the most resilient workplaces will be the ones that offer people more choice, better clarity and less unnecessary stress. That is good for neurodivergent colleagues, yes. But it is also good for the finance manager trying to work through numbers without interruption, the project team reviewing drawings in a lively group, or the person who simply arrived feeling overstimulated that morning.
That distinction matters because it shifts the conversation away from this perception of designing for a small group of people and towards designing for the reality of human variation. Our moods shift. Our tasks shift. Our capacity shifts. We are not robots, and our workplaces should stop pretending otherwise. Some people may want to be in the thick of the action, others need quieter settings, and many of us move between those states depending on the day and the task at hand.
One of the challenges for clients is that neuro-inclusive design is ahead of the market in some respects. The intent is there, but the data is still emerging. Compared with sustainability, where benchmarks and cost uplifts are better understood, neurodiversity in design can still feel like stepping into less familiar territory. Clients can see the logic, but quantifying the return on investment in the same way is harder when the outcomes are human, behavioural and long-term.
For us, that is why this conversation matters now. We are working on a major project in Luxembourg where neurodiversity is not a side consideration, but a core design principle. It is already changing the kinds of questions being asked, and rightly so. Not “what does a standard office look like?” but “what kind of environment helps more people do their best work?” Not “what is the minimum we need to provide?” but “how do we design a workplace that feels intuitive, supportive and usable for the widest range of people?”
That feels like a more relevant question for the future of work anyway, because in reality the office is no longer competing only with other offices, but with home, autonomy, comfort, and people’s growing willingness to say, quite reasonably: “this environment is not working for me.”
What I’ve learned over the past few months is that neurodiversity in design is not about creating special treatment, but about catching up with what people have been telling us, directly and indirectly, for years – that environment shapes behaviour, concentration, mood and belonging.
The workplaces that respond to that reality will not just be more inclusive. They will be better.
As part of our ongoing series celebrating the values‑driven organisations within the global B Corp community, this month we’re shining a light on The Wellbeing Farm – a business that has built its reputation around the belief that events can (and should) do more than simply bring people together. Known for its creativity, character and commitment to doing things differently, the team behind The Wellbeing Farm has become a standout example of how purpose can shape an organisation from the inside out. We’ve been speaking to founder Celia Gaze about the thinking that drives the business, the realities of embedding impact in a challenging sector, and the role collaboration plays in strengthening the wider B Corp movement.
I’m Celia Gaze, the Founder and CEO of The Wellbeing Farm – a B Corp certified events and hospitality business based in Lancashire. We host weddings, corporate events, celebrations of life and conferences, all with a strong focus on wellbeing, sustainability and human connection. What makes us different is our commitment to designing events that leave people better than they arrived: energised, not exhausted. Purpose isn’t an add‑on for us; it’s built into every decision we make.
After leaving an NHS Director role, I initially set out to build a conventional, profit‑focused business. It wasn’t until lockdown that I discovered the B Corp movement – and everything changed. B Corp gave language and structure to the kind of business I truly wanted to build, one that balances profit with people and planet. I love the B Corp community and connecting with like‑minded companies and purpose‑driven founders. I even created Business As A Power For Good / B Corp Fest as a way to bring this community together.
We use B Corp as a decision‑making filter, not a badge. Every operational decision starts with the same question: does this improve our impact without undermining commercial reality? For us, continuous improvement is driven by small, practical changes rather than grand gestures.
‘Conscious Day’ (13th March) – a day designed to help individuals and organisations pause, reflect and make more intentional decisions. My hope is that it becomes a simple but powerful habit for businesses, schools and leaders.
I’ve experienced so many challenges that I ended up documenting them in a book: Why Put a Bowtie on a Llama? Cashflow, capacity and perfectionism have all tested us. Hospitality is a tough sector, but we’ve learned to prioritise progress over perfection and embed sustainability in ways that strengthen resilience rather than add pressure.
Using our platform to influence beyond our own business. Through B Corp Fest, Conscious Day and speaking, we’re helping other businesses see sustainability as a growth strategy, not a cost.
The B Corp network has been invaluable, alongside partnerships with charities, suppliers and other purpose‑led organisations that share our values. Collaboration has accelerated our learning and impact far more than working alone.
Any B Corp that’s honest about the “messy middle” – those proving that doing better is a daily practice, not a perfect story.
Don’t treat it as a marketing exercise. Be prepared to look under the bonnet of your business, ask uncomfortable questions and use the framework to genuinely improve how you operate
For me, it means building something commercially strong, human at its core, and capable of leaving a positive footprint long after I’m no longer running it.
Thank you Celia and The Wellbeing Farm for taking the time to join our B Corp series. If you’re inspired – just like us – you can connect with Celia on LinkedIn, here.
Despite decades of advocacy and investment, women remain drastically underrepresented across the construction sector. According to research by Simian Risk, women make up just 14% of the overall UK construction workforce – with only 1% represented in manual, site-based roles.
In the wake of Women In Construction Week and International Women’s Day, we spoke to our country head for Germany, Sara Purvis to get her take on where some of the challenges and opportunities lie.
I’ll be honest: until recently, I hadn’t a great deal of time reflecting on the significance of WIC Week. Perhaps, like many, I assumed things were steadily improving. Yet the more I’ve looked, the more I’ve felt that progress has stagnated – and in some areas, may even be slipping backwards.
In our sector, senior leadership remains imbalanced, with women holding just 7% of management and boardlevel positions, and although 15% of construction apprentices are now female – an improvement from under 10% a decade ago – progress remains slow. Only 13% of construction firms in the UK are femaleowned, and the industry continues to carry a 20% gender pay gap, one of the highest across all sectors.
These statistics highlight something undeniable: this has to change. Not only because equality matters on principle, but because the industry faces significant skills shortages that cannot be solved while 50% of the population remains underrepresented.
2026 marks thirty years since I first stepped onto a construction site. I was a year-out student working as an assistant in the land and planning team at Wimpey Homes and remember feeling no sense of disadvantage – just optimism, excitement, and the confidence my radically feminist high school had instilled in me.
Throughout my career, I’ve often (though not always) been the only woman in the room. And yet, I felt equal. I felt like I belonged. I now recognise how lucky – and how privileged – that makes me. So the question that I’m asking is: “If it felt so straightforward three decades ago, why does construction still have the lowest female participation of any UK industry today?”
Some of the answers lie in history. In Germany, for example, women were legally barred from many construction trades until 1994 – the same year I was walking onto sites in North Yorkshire. It’s hard not to see the echo of that law in today’s very low representation of women in the German trades.
But the UK picture raises its own questions. Women now make up far higher proportions in construction professions such as architecture, engineering and project management – yet not in the skilled trades.
Is Germany’s highly regulated, formalised route into apprenticeships part of the issue there? And is the UK seeing a similar pattern because the culture on-site has been slower to evolve than the culture in the professions?
Faye Allen’s book Building Women sheds new light on the lived experience of women in construction today. Drawing on survey data from more than 1,000 participants, it highlights barriers still faced by women – from inconsistent site facilities to hostile micro-cultures –and lays out what can change for the better.
And crucially, the improvements the industry needs aren’t simply ‘women’s issues’. They are everyone’s issues – because a safer, more inclusive, more professional environment benefits the full workforce, improves retention, and strengthens industry reputation.
At Agilité, we’re committed to being part of that change. Currently, we have a 40:60 female to male ratio across senior roles, and our goal is not simply to celebrate representation, but to build environments where women can thrive, progress, and shape the future of our industry.
With more than 80,000 visitors and thousands of exhibitors from across the globe, EuroShop remains one of the most influential gatherings in the retail calendar. It’s where suppliers, designers and brands take the temperature of the industry – and this year, the direction of travel felt clear.
Circularity is no longer a side conversation, it’s front-and-centre. Across the halls, there was a heavy focus on sustainable and circular solutions. Wall finishes made from recycled materials, terrazzo floors incorporating reclaimed aggregates, lighting systems designed for disassembly – each with a focus on lifecycle as much as aesthetics.
But beyond materials and products, some of the most compelling insights came from the conference sessions.
A standout session from David Dalzielel reflected on four decades in retail, and the importance of commercial boldness. An interesting example from high-street giant, Primark – moving pricing from £3.99 to £4 – highlighted how, across billions of units, that single penny translates into millions annually.
Of course, making that shift requires confidence in your brand, and it was a theme which carried through the session, highlighting trust in the brand, ensuring long-term leadership involvement, and a state of evolution rather than constant reinvention.
The River Island story was particularly interesting. A business shaped over decades, with leadership deeply invested in how it looks and feels. Founded in 1948 by Bernard Lewis from a market stall in Notting Hill, the business grew through reinvention rather than reaction: from Lewis Separates to Chelsea Girl in the 1960s, pivoting boldly into the mini dress trend, and later rebranding as River Island in 1988 as the offer expanded into menswear. Each shift reflected cultural change, but always with clear leadership investment and belief in the brand’s future.
Bernard Lewis, who passed away in February aged 100, was reportedly still working five days a week at the company’s HQ at 96 – a remarkable symbol of long-term commitment and proof that success isn’t always about chasing what’s new, sometimes it’s about refining what already works.
Another point that resonated was the distinction between physical and digital retail and the notion that ‘stores recruit and websites fulfil’. It’s a shift that demands clarity of purpose and leadership buy-in – but as we know, shoppers expect something new, they want brands to challenge assumptions and think beyond the standard store format.
We’ve talked about this concept before – in a whitepaper with Lara Marrero, strategy director, retail leader and practice area community leader for Gensler Europe – about how the physical space acts to build affinity, create memory and expresses identity, while the website delivers efficiency and greater choice.
Retail is operating in a more conscious and competitive environment than ever before. The brands that will thrive won’t simply be those with the more bricks and mortar stores, but those with the clearest identity and the conviction to act on it.
From material innovation to pricing strategy, EuroShop 2026 was a reminder that design and business strategy are inseparable – and that confidence remains one of retail’s most powerful tools.
It’s been a busy start to 2026 with our teams travelling across Europe to a raft of different conferences and events. Covering everything from retail and office, through to AI and business, there has been plenty of food for thought. Last month, some of our colleagues headed to the Workspace Design Show and one message came through consistently – the workplace is no longer just a place.
The office today is a network, and colleagues are looking for that ‘social contract’ when choosing a role. But, what does that mean in principle? Traditionally, work meant showing up, getting the job done, going home, but that model no longer works as a standalone concept – people are seeking belonging, trust, community and purpose from their career choices.
Hybrid work may be the preferred model for UK jobseekers, but the value of being in the office for connection, mentorship and career growth remains strong. The question is no longer how many days people are present — it’s what that presence enables. Of course, that’s not necessarily a new concept, we know that trust builds faster in person, nuance is easier, decisions accelerate and genuine culture becomes tangible.
But what it does enable, is networks to shape belonging more than policies do. The strength of daily interactions determines whether someone feels included, and that’s what breeds productivity and loyalty. So, in that sense, the network is becoming the platform – and the building supports it.
Our OpeEx director, Kirsty Shearer joined a panel discussion on this very topic – exploring how organisations like ours, can foster a sense of community even when people are in a multitude of locations. Brands are leaning into technology as an enabler, to help teams work more efficiently and therefore free up that precious time to collaborate and bond as a team. The office then becomes more of a cultural anchor, community hub, and brand showcase, rather than a control centre.
As such, headquarters aren’t disappearing, but being reframed.
With many talks dedicated to the topic of design and longevity, there was strong consensus that sustainability has been overly simplified. It is not just about materials, embodied carbon or plants, but about asking ourselves; ‘will this space still serve its purpose in 10, 20, 30 years?’
80 percent of London’s current building stock will still be here in 2050. That means adaptability is not optional – designing for evolving teams, changing behaviours and new technologies is ESG. Because of this, it’s important we stop treating sustainability as an aesthetic layer added at the end. Nature, light and wellbeing need to be embedded into briefs from the very start – not value engineered out when budgets tighten.
No one ever says: “I hate trees, remove them,” but they are often the easiest line to cut on a spreadsheet. Which is interesting, because one of the most compelling sessions explored how our brains respond to space. We live in a state of constant stimulation – notifications, noise, commutes and screens – which means we rarely allow the brain’s default mode network, the one responsible for imagination, reflection and long-term thinking, to activate.
But, research has proven that nature enables that shift. Natural light supports circadian rhythms, greenery encourages “soft fascination”, walking meetings create cognitive space and even soundscapes can regulate attention.
This is not about trend-led ‘biophilic design’ – a phrase which some said can actually alienate clients – but rather, about understanding that humans are nature, and our environments either support or fight that biology.
Across every session, one theme remained consistent – people first. Because, the workplace of the future is not defined by square metres, but by connection, adaptability and experience.
Pan-European commercial interiors specialist, Agilité, has appointed Carlos González as country head for Spain, bolstering its presence in the market and continuing its investment in supporting clients across Europe.
Based out of Madrid, Carlos will be responsible for growing Agilité’s (part of Parella Group) operations in Spain, developing a local supply chain, and overseeing project delivery, client relationships, and team expansion. In the coming weeks, he will look to recruit site managers and project manager architects from the Madrid area.
Carlos brings a strong track record in the real estate sector – formerly managing director of TAKK Group and head of business development at Hyphen – and is known for driving international business growth, particularly for long-term retail clients across Europe and South America.
Commenting on his appointment, Carlos says: “This is an exciting time to join Agilité. It’s a brand I’ve seen grow significantly over the past few years, and it’s a privilege to become part of that journey. I thrive on bringing people and projects together across borders – something Agilité already does exceptionally well through European roll-outs and a strong repeat client base – and I’m looking forward to supporting the business’s long-term vision.”
Having worked with some of the world's biggest luxury brands – in Santiago de Chile, Mexico City, Berlin, Lisbon, London, Milan and Paris – Carlos further strengthens Agilité’s European leadership team, alongside fellow country heads – Galia Minkara (France), Daniel Hunt (UK), Andrew Zacharias (Luxembourg), Maria Luisa Daglia (Italy) and Sara Purvis (Germany).
Speaking about the Spanish market, Agilité’s operational excellence director, Kirsty Shearer adds: “Spain boasts strong fashion brands, from high-street giants to luxury houses, and is often viewed as a point-of-entry for South American names looking to establish themselves here in Europe – and vice-versa. It has a strong, innovative market, with a focus on seamless, tech-driven customer experiences that rival global standards. When you put that in the context of Agilité’s short- and long-term global business goals, it makes absolute sense for this to be our next market, and for Carlos to lead the charge.”
The news comes 12 months after Agilité opened its first office in Berlin, complementing existing operations in London, Luxembourg, Milan, and Paris, and following a strong 2025, which saw the organisation win its biggest project to date, as well as completing 102 projects, welcoming 38 new clients, and onboarding 20 new colleagues.
Agilité is a certified B Corp and is committed to responsible business practices, sustainable project delivery, and creating places that support people, performance, and long-term value.
For more information, images, or to request an interview, please contact Ruth Harrison-Davies, head of communications at Agilité on +44 7534 350859 / ruth.harrison-davies@agilitesolutions.com
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Agilité, especialista europeo en interiores comerciales, ha nombrado a Carlos González como Country Head para España. Este movimiento refuerza su presencia en el mercado ibérico y reafirma su estrategia de inversión para dar soporte a clientes en toda Europa.
Desde la nueva sede en Madrid, Carlos será responsable de mejorar las operaciones de Agilité, parte de Parella Group, en España. También desarrollará una red de proveedores local y supervisará la ejecución de proyectos, las relaciones con clientes y el crecimiento del equipo. En las próximas semanas, comenzará un proceso de selección para incorporar jefes de obra y encargados de obra en el área de Madrid.
Carlos cuenta con una sólida trayectoria en el sector inmobiliario, habiendo sido director general de TAKK Group y responsable de desarrollo de negocio en Hyphen. Es reconocido por impulsar el crecimiento de negocios internacionales, especialmente para clientes de retail a largo plazo en Europa y Sudamérica.
Sobre su nombramiento, Carlos González comenta: “Es un momento apasionante para unirme a Agilité. Es una marca que he visto crecer significativamente en los últimos años y es un privilegio formar parte de este proyecto. Me motiva conectar personas y proyectos a través de fronteras, algo que Agilité ya hace excepcionalmente bien mediante despliegues europeos y una base de clientes recurrentes. Estoy deseando contribuir a la visión a largo plazo de la compañía”.
Tras haber trabajado con algunas de las marcas de lujo más importantes del mundo en ciudades como Santiago de Chile, Ciudad de México, Berlín, Lisboa, Londres, Milán y París, Carlos se une al equipo de liderazgo europeo de Agilité junto a los responsables de otros países: Galia Minkara (Francia), Daniel Hunt (Reino Unido), Andrew Zacharias (Luxemburgo), Maria Luisa Daglia (Italia) y Sara Purvis (Alemania).
Respecto al mercado español, Kirsty Shearer, directora de excelencia operativa de Agilité, añade: “España cuenta con marcas de moda potentes, desde gigantes del 'high-street' hasta marcas de lujo. Además, suele ser la puerta de entrada para firmas sudamericanas que buscan establecerse en Europa y viceversa. Es un mercado fuerte e innovador, centrado en ofrecer experiencias de cliente tecnológicas y fluidas que compiten con los estándares globales. En el contexto de los objetivos de negocio de Agilité, tiene todo el sentido que este sea nuestro próximo mercado estratégico y que Carlos lidere el proyecto”.
Esta noticia llega 12 meses después de que Agilité abriera su oficina en Berlín, que se suma a las de Londres, Luxemburgo, Milán y París. También llega tras un sólido 2025, en el que la organización logró su mayor proyecto hasta la fecha, completó 102 proyectos, sumó 38 nuevos clientes e incorporó a 20 nuevos colaboradores.
Agilité está certificada como B Corp y se compromete con prácticas empresariales responsables, la ejecución de proyectos sostenibles y la creación de espacios que mejoren a las personas, el rendimiento y el valor a largo plazo.
Para más información, imágenes o solicitar una entrevista, contacte con: Ruth Harrison-Davies, Head of Communications en Agilité, +44 7534 350859, ruth.harrison-Davies@agilitesolutions.com
Based in our Milan office, construction manager Fabio is brings 11+ years’ experience in architectural design, project management, and construction site supervision and has directed numerous projects across various sizes and budgets, primarily in the retail and hospitality sectors. Here we get to know a little more about the man behind the puzzle…
What drew me to Agilité was the opportunity to put my skills to work in a fast-growing company with high-profile, international projects. The chance to collaborate with colleagues and clients from all over the world was a big motivation, and I felt it was the perfect place to keep learning and pushing myself professionally.
For me, the construction manager is the last piece of the Agilité puzzle, and the person who stays closest to the client during the build – guiding them through every stage of the process. My role is to make sure schedules are respected, quality is never compromised, and the client feels supported throughout. I work side-by-side with everyone on site to keep things running smoothly – ultimately delivering a result the client is truly happy with.
Agilité is more than a general contractor. We’re a team of passionate people who accompany our clients through every step of the journey, from the earliest design discussions to final delivery. What sets us apart is the care and commitment we bring to each project, making the process as seamless as possible.
Lululemon has been the most challenging and rewarding project of my career so far. The level of communication and attention to detail required was incredibly high… and that’s exactly what made it so satisfying. Often the toughest challenges are the ones that bring the biggest sense of achievement.
Our strength lies in the way we manage client relationships. We take the time to really listen, empathise, and respond with professionalism and commitment. Clients often see Agilité as a trusted partner even after a project ends, which is why we see so much repeat business throughout Europe. I put my stamp on this by focusing on transparency and building long-term trust in every interaction I have.
I don't know if I can pinpoint a particular moment that has characterised my career. I strongly believe that everything you do is part of your own journey. What I can say, is that curiosity has always accompanied me on my journey – a desire to learn new things, discover new realities, and test myself with new challenges. This feeling has always been within me and continues to define my working life and beyond.
I’d love to work with a music entertainment brand, perhaps a major record label like Universal, Sony or Warner. Designing and delivering a space for a company with such strong creativity at its core would be incredibly inspiring — and no doubt a very stimulating environment to work in.
Partner with local experts who understand the environment and regulations. It’s equally important that the client becomes part of the team. The best results come when everyone works proactively together towards the same goal. In my opinion, this is one of Agilité’s greatest strengths.
Agilité is growing fast, and it’s exciting to be part of a team that’s delivering increasingly complex and sustainable projects across different markets. As a Construction manager, my role is to uphold high standards on every project by coordinating teams, optimising schedules and embedding sustainable practices, all while preserving a collaborative culture. My goal is to turn Agilité’s vision into spaces that meet — and exceed — client expectations.
Sustainability is fundamental, not just for Agilité but for the industry as a whole. Working in a company that puts this vision into practice motivates me to do the same in my daily work. It encourages all of us to give our best, not only for our clients but for the environment too.
I believe the biggest change will be in the tools we use, both on site and in the office. The digitalisation of processes is moving fast, and keeping up-to-date — and not being afraid of change — will be key to staying ahead.
Most likely enjoying an aperitivo with friends, or heading out of town with my family and our dog Paco.
At Agilité, we believe in learning from businesses that put purpose at the heart of what they do. .
In this brand-new blog series, we sit down with fellow B Corps and purpose-driven organisations to hear their stories – from the decision to certify, to the challenges of continuous improvement, and the innovations shaping a more sustainable future.
To kick things off, we’re speaking to Julie Bishop, one of two CEOs at IT Naturally about their journey to B Corp certification and how they’re redefining the technology as a service sector.
IT Naturally is a multi-award-winning B Corp IT managed service provider based in Cambridgeshire. We deliver secure, sustainable, and scalable IT for businesses with 50+ users, from solid infrastructure and advanced cybersecurity to device management and sustainable technology practices.
What makes us unique is how we do it. As a B Corp we put people and the planet first, delivering exceptional service through proactive management, continuous improvement, and genuine care for our customers and our team. We want our customers to have IT that just works, so they can enjoy not talking about IT.
When we discovered B Corp, we knew it was the right thing for us, it was just what we were looking for. We didn’t have to reinvent ourselves, just formalise what we were already doing and align with the B Corp framework.
Being part of the community reinforces that we’re not alone in wanting to use business as a force for good. It connects us with like-minded organisations that care about people, purpose, and planet as much as profit. It also means collaboration over competition; we can work together with other B Corp MSPs to help spread the word about sustainable IT.
Absolutely, we wholeheartedly agree that certification was just the start. The process helps us see where we can go further. Since becoming certified, we’ve also achieved Carbon Neutral and Living Wage accreditation and increased our focus on building a responsible, transparent supply chain.
Every year, we measure, reduce, and offset our carbon footprint, and we keep finding new ways to make a positive impact, both inside our business and beyond it. The yearly impact report helps us be transparent and proud of what we do each year.
Being human is part of our everyday operations; we know that behind every IT problem is a human that needs to be met at their level. We see customer service just as much a part of sustainable IT as using recycled or remanufactured laptops.
We’re proud that every employee at IT Naturally receives the same benefits, there’s no hierarchy or exceptions. One that’s been particularly meaningful is our BUPA healthcare, which includes full mental health support. Access to talking therapies has been invaluable for colleagues going through a tough time.
We believe looking after our people’s wellbeing is just as important as looking after the tech they need to do their job well.
Reaching net zero is a huge challenge for us. I think it's a huge challenge for many, especially when you start from a position of already having a low carbon footprint. We’ve been measuring and reducing our emissions from day one, but that final stretch, getting to absolute zero, is complex.
Our approach is to stay transparent, keep learning, and focus on genuine, measurable progress rather than quick wins.
We’re excited about increasing transparency in data centre carbon reporting and the ability to choose where SaaS products are hosted. Being able to move workloads to lower-carbon environments will make a real difference and help customers make more informed, sustainable IT choices.
Definitely, we created the B IT Community with other B Corp MSPs and it's been a brilliant space for collaboration and learning. From podcasts to webinars and shared best practice sessions, it’s inspiring to connect with other purpose-driven IT businesses who are tackling the same challenges in different ways.
We admire B Corps that use their influence to make tangible change, organisations like Tony’s Chocolonely, who are driving real impact by tackling child labour in their supply chain. That kind of commitment to doing the right thing, even when it’s hard, really resonates with us.
Start by taking the B Impact Assessment and see where you stand. If you’re a long way off, that’s perfectly fine, it’s all about small steps and continuous improvement.
Becoming a B Corp is a marathon, not a sprint. The fact that you’re thinking about it means you’ve already taken the first step. Focus on progress, not perfection.
For us, it always comes back to people. Everyone deserves to be treated with respect and kindness, whether they’re a customer, an employee, or part of our wider community.
Being a better business means doing what’s right, even when no one’s watching, and making sure everyone we work with feels valued and supported.
Thank you Julie and to IT Naturally for kicking off this new blog series in style. If you like what you read, you can connect with Julie on LinkedIn, here.
Hospitality has always been the benchmark for dwell time. Hotels, cafés, bars and restaurants understand what many workplaces and retailers are now relearning – people stay longer in spaces that feel generous, intuitive, and emotionally safe.
As wellbeing, connection, and sensory comfort rise in importance, sectors across the board are looking to hospitality for cues. Unlike offices or retail, hospitality isn’t driven by mandated presence or essential transactions. People are there by choice – and they stay when the environment supports comfort, attention, relaxation, and memory-making.
What hospitality gets right
Hybrid work, digital saturation, and changing consumer habits have created a shared need across industries: environments that care for people. Retail wants to feel calmer, offices more welcoming, and public buildings more human.
Hospitality already knows how to do this, and it does so with ease. But, for hospitality experiences to feel effortless, the build quality must be exceptional, which is why fit-out precision, acoustics, lighting control and tactile material installation have the power to affect the emotional tone.
And, as other sectors seek “hospitality-level experience”, the bar for delivery teams rises. If you want people to dwell – whether in a store, an office, or a lobby – design for how you want them to feel, and ensure the delivery matches the vision.
This theme runs through our most recent guide, written in collaboration with IA, ‘designing for Dwell(being): Why time, trust and tangibility define the next era of interiors’. Click here to download.
For some of the big names in retail, it’s time to enter into a new era. While online convenience has won the race for speed, physical retail is winning the race for experience because today the most successful stores aren’t the quickest or most transactional, but the ones where people choose to dwell.
Dwell time has long been linked to conversion in terms of sales, but its role is expanding and it’s now a measure of emotional connection, brand memory, and sensory satisfaction. Because, when people linger, they explore further, engage more deeply, and above all – they want to come back.
Retailers are recognising that people don’t just want ‘things’ – yes, there well be times where people nip into a shop for something specific and leave – but often shoppers are making ‘a day of it’ and seek out environments that make them feel something.
It’s this emotional resonance which drives dwell time, but what tools and tactics can we employ to create such a feeling?
Of course, dwell isn’t only a design challenge, it’s a delivery one too, and retail fit-outs must meet a higher standard of finish, durability, and consistency to ensure the atmosphere remains inviting long after opening day.
With every detail contributing to the emotional tone of the store, spaces that make people feel good are real candidates for becoming a part of shoppers’ routines and weekend rituals – so much so, that one could argue that dwell time is no longer about keeping customers in-store, but earning a place in their lives.
This theme runs through our most recent guide, written in collaboration with IA, ‘designing for Dwell(being): Why time, trust and tangibility define the next era of interiors’. Click here to download.
Hybrid work has reshaped offices across Europe. Most organisations now accept that people won’t come in just because the space exists – they come in because the space offers something worth travelling for. As a result, “dwell time” has quietly become one of the most revealing metrics in workplace design.
Although, it’s not about keeping people in the building for longer. It’s about understanding why they stay.
Before 2020, the office was a default setting. Today, it’s a destination with a purpose. People choose to be there when the space supports tasks they can’t do as effectively at home – collaboration, social connection, teambuilding, and deep focus without domestic distractions.
Dwell time reveals when these needs are being met. For example, if colleagues arrive for a meeting and immediately leave, the workplace doesn’t appear to be geared up for ongoing engagement. If people linger after in-person sessions – staying for informal coffees or using the office as a thinking space- you can be confident the environment is doing its job. Literally.
What makes people dwell in modern workplaces?
In short, it’s a blend of environmental, emotional, and social factors, which can include:
Workplace wellbeing has matured from perks to purpose, with neuroscience and environmental psychology consistently pointing to the impact of materials, light, acoustics and sensory comfort on cognitive performance and emotional ease. If the office doesn’t support wellbeing, people won’t dwell – and they won’t want to return day-after-day.
Even the best workplace strategy could fall flat if execution is poor, which is why organisations that design for intentional dwelling – not attendance targets – will organically create spaces that attract people for the right reasons.
This theme runs through our most recent guide, written in collaboration with IA, ‘designing for Dwell(being): Why time, trust and tangibility define the next era of interiors’. Click here to download.
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