After spending 20+ years in the same office, PCC Natural Markets sought after a new, effective and efficient space that appealed to company values. The new headquarters location needed to foster an environment for collaboration and have space to accommodate employee growth.
Rapidly-growing PitchBook was on a tight timeline to accommodate the accelerating number of employees. With the company opening offices in new national and global locations, the Seattle Headquarters space needed to match the needs of the company without overspending or hindering potential growth in other upcoming locations. The ideal space needed to cater to PitchBook employee’s fun and collaborative work environment while still being economically conservative.
The Nature Conservancy needed a new office environment that accommodated a variety of working spaces. With the organization’s mission rooted in sustainability, the Nature Conservancy wanted to restore an older building and bring new life into an existing neighborhood. The space needed to have easy access to transportation with desirable features for commuters. This required a collaborative effort between landlord, tenant, building architect and tenant’s architect to create an iconic office space that supports staff, stakeholders and donors. Mid-way through negotiations building ownership received a higher priced offer, Kinzer Partners knew that the ownership admired the organization’s mission and leveraged this to ensure the transaction was finalized.
What does the Port do when they can’t grow anymore in a location that is vital to their operations? They call Kinzer.
This assignment included the disposition of HCSA’s old manufacturing facility after Kinzer helped them select the site and develop their new state-of-the-art hospital laundry facility in Auburn. The old facility was not reflective of highest and best use so Kinzer got creative.
What do you do with two buildings in Pioneer Square that are connected but were born out of completely different eras? The buildings featured functional components that were inferior to typical buildings and were vacant. With flexibility for the future owner of utmost importance, Kinzer set out to maximize value.
Starbucks growth didn’t just include their office space. Keeping up with demand for coffee had them needing more facilities for roasting as well as people. With the country (no, the world!) as their oyster, Kinzer set out to find the best fit while negotiating not just the real estate, but economic incentives from each local jurisdiction.
Diverse stakeholders with varying priorities can indeed come together quicklThe Service Employees International Union (SEIU) wanted to save money by consolidating its Federal Way and Renton locations to a central, urban environment with better transit, but also needed to gain consensus from a diverse set of constituent groups – from window cleaners to nurses to security officers and more. In addition, SEIU wanted to purchase a stand-alone building of an unusual size (about 50,000 SF), on a tight budget and time-frame, but needed to sell its existing facility first.y for the right opportunity.
The Port is the operator of the seaboard on the waterfront in Seattle and the airport. They have a large, diverse real estate portfolio for both operations, including their marinas at Fisherman’s Terminal and Shilshole Bay, and commercial and industrial properties, both in the downtown Seattle area and in communities near the airport.
NBBJ is a global design firm, named among the top 10 most innovative architecture firms by Fast Company.